transport world africa april/may 2012

HOT SEAT

Intraregional supply chain soluti ons from producer to consumer

ENDORSED BY

ISSN 1684-7946 Apr/May 2012 Vol. 10 No. 2 / R35.00 incl. VAT

CP Minnaar & Seun's Cobie Kemp "Time and money, the key ingredients of a successful transport operation" P14

TruckersÊ ForumConstructive engagement

TransnetÊs“Back to rail”

strategy

Toyota HiluxÊs Antarctic

extreme adventure

EQSTRA'sJOHNNIE MARAIS

"Fleet management, the route to profi t"

Intraregional supply chain solutions from producer to consumer

INSIDE

COVER STORY“It makes good business sense to

outsource the management of your fleet to reduce costs and increase profits,”

says EQSTRA’s Johnnie Marais P4

consumer

ORYense to ur fleet ofits,”

s P444

06

31 39

33

FESARTATruckers’ Forum report back 6

HOT SEATSupply chain logistics 14

OIL & GASThe energy challenge 16

COMMERCIAL VEHICLESExtreme adventure 17The new generation Quon 18Built for commercial success 21

HAZARDOUS MATERIALS High-energy fuel to Botswana 23

TRANSPORT ENGINEERINGSA’s transport infrastructure projects 24Rebuilding Angola 25Bridge demolition 27

BEEHave your BEE cake and eat it 28Flex your fleet 30

FREIGHT RAILTransnet’s ‘back to rail’ strategy 31Swaziland rail development gets go-ahead 36

AIR FREIGHTFlying across Africa 39

HEALTH & SAFETYHIV/Aids project 41Flatbed trailer safety 43

REGULARSEditorial comment 2News desk 12The Tail End 44

2116

1TWA | Apr May 2012

Publisher Elizabeth Shorten

Editor Tony Stone • [email protected]

Creative chief executive Frédérick Danton

Senior designer Hayley Moore Mendelow

Contributors Aurecon, Barney Curtis, BP Plc, Cargo

Carriers, Crossroads, IATA, John Batwell, Sibusiso

Ndebele, Transnet, UD Trucks

Senior Sub-editor Claire Nozaic

Sub-editor Patience Gumbo

Production manager Antois-Leigh Botma

Production coordinator Jacqueline Modise

Distribution Asha Pursotham

Financial manager Andrew Lobban

Administrator Tonya Hebenton

Subscription sales Nomsa Masina

Printers United Litho JHB • t +27 (0)11 402 0571

Advertising sales

Hanlie Fintelman • [email protected]

t +27 (0)12 543 2564

MEDIA No. 4, 5th Avenue Rivonia

PO Box 92026, Norwood 2117

t: +27 (0)11 233 2600 f: +27 (0)11 234 7274

www.3smedia.co.za

Annual subscription: R270 (incl VAT)

ISSN 1684-7946 © Copyright. All rights reserved.

Editorial advisory board

• Barney Curtis, executive officer of FESARTA

• Garry Marshall, CEO, SA Express Parcel

Association

• Bill Cameron, director, Transport Research

Consultancy

• Graham Ross, retired road engineer

• Dr Andrew Shaw, principal transport analyst for

Development Bank of South Africa

• Captain Colin Jordaan, CEO and commissioner of

the Civil Aviation Authority

• Prof. Leon Raath, board member, Chartered

Institute of Logistics and Transport, South Africa

• Barlow Manilal, CEO, Automotive Industry

Development Centre and National President of

The Chartered Institute of Logistics & Transport

(CILTSA)

• Anthony Cole, COD, Concorde Maritime Academy.

All articles herein TWA are copyright-protected and may

not be reproduced either in whole or in part without

the prior written permission of the publisher. The views

of contributors do not necessarily reflect those of the

publishers.

According to the geeks, innovation is the creation of better or more

effective products, processes, services, technologies or ideas that are

accepted by markets, governments and society. They are quite right,

and it’s something we need to be constantly looking at.

So, in this edition we look at a number of examples of innovations in road, rail, sea

and air transport. But we face an uncertain future when it comes to fuel, humanity’s

primary energy source. The energy challenge will perhaps be one of the biggest

hurdles we will need to overcome if our children are to survive and prosper.

In the hot seat we look at a practical example of a transporter making a difference

in the supply chains in which they operate.

With technology’s relentless advance, ever-seeking competitive advantage, lower

costs and greater functionality, we see how innovation meets an extreme challenge

and the emergence of two greatly improved commercial trucks.

Rebuilding a war-torn country, demolishing an old, dysfunctional bridge and

mapping South Africa’s future infrastructure developments are all part of the trans-

port engineering challenge.

Even so, innova-

tion is not just lim-

ited to products,

processes, services

and technologies

but people too.

Transforming the

workplace to ensure

that we redress the

inequalities of our

past is essential –

both economically

and socially.

And speaking

of transformation,

Transnet has under-

gone a substantial

reorganisation and

performance improvement with the focus squarely on customer service and

winning back what road has taken away from them, and rightly so. Too much of

something is never good. While road transport filled the gap when rail was not per-

forming is commendable, the negative impact on our road infrastructure has been

significant. It therefore makes sense to go back to a rail and road mix of similar

function to that of our eurozone counterparts.

Looking back to understand our future, the surprise – although it should not

be – is the success and growth of Africa’s air transport. As the continent opens

up to intraregional trade, more opportunities will begin to materialise for the air

freight industry.

As per usual, the Tail End is a little controversial. It is meant to be. We need to

think a little about the issues raised because it is important. To quote the minister

of transport: “One life lost is one life too many.” We may have the ‘Think Pedestrian’

campaign for drivers, but we also need pedestrians to ‘Think cars, trucks

and buses’.

And last but not least, the e-toll furore continues.

Innovationunlocking the future

EDITOR’S WORD

Billions to be made at

the expense of motorists

who are already

paying a heavy fuel

levy for road development

and maintenance

2 TWA | Apr May 2012

3 - 5 JUNE

SUN CITY

34TH A

NN

UA

L CONFERENCE & E

XH

IBIT

IO

N

2012

2012 Sponsors:


COVER STORY

When your core business is something other than running and managing a fl eet of vehicles it makes good business sense to outsource and use a fl eet management specialist.

of a Full Maintenance Lease (FML) whereby the risk of

disposal and maintenance is transferred to EFM, or an

Operating Lease (OPL) where the risk of disposal is trans-

ferred to EFM.

• Once the vehicles have been procured and funded, EFM

provides customers with a fines management solution

that assists in fines administration and redirecting them

to the perpetrator on behalf of the customer. EFM is fully

AARTO compliant.

Depending on the solution, EFM will maintain the vehicles

(FML), eliminating the risk from their customers. If the FML

solution was not selected then EFM can assist in reduc-

ing the customer’s maintenance costs by referring Eqstra

approved suppliers from their supplier chain. EFM has a

dedicated maintenance department as well as a mainte-

nance call centre to ensure costs are effectively controlled

during the maintenance period.

Fuel is a difficult commodity to manage and therefore

EFM also offers fuel management solutions whereby it

manages its customer’s fuel, oil and toll transactions and

provides them with exception reporting. This assists cus-

tomers in controlling their fuel costs, simplifies the process

as trucks and vehicles can fill at any station and eliminates

cash in hand. Customers will have access to their Fleet

Management BI tool, which is used for the management

of exceptions with a functionality to set up automated

specific reports.

In order to further reduce costs and manage the custom-

er’s fleet, EFM has its own GPS tracking solution, which is

one of its kind in South Africa. The GPS tracking solution

uses biometrics to identify the driver so that the customer

knows who was driving the vehicle and when, should

there be an accident or an infringement. The GPS track-

ing solution also provides a virtual fuel gauge, assists in

identifying fuel theft with immediate alerts and advises on

fuel consumption per driver on pool vehicles. It also boasts

a guaranteed 17% fuel saving. The GPS tracking solution

does 85% of the work for customers. It will manage fuel

usage and utilise the ‘govern per speed zone’ facility,

ensuring guaranteed savings on fuel, fines, maintenance

and accident-related costs.

EFM has a dedicated accident management front-

end to provide a wide range of insurance solutions to

various markets within its diverse customer base. From

Profit through fleet management

EQSTRA

Eqstra Fleet Management (EFM) provides a full

range of fleet management services under-

pinned by two core products: Full Maintenance

Lease and Operating Lease. Originally known

as Imperial Fleet Services, the company has operated in

South Africa for over 27 years. With an owned and man-

aged fleet in excess of 40 000 vehicles and an asset base

of over R1.8 billion, EFM delivers a wide range of solutions

to a diverse customer base. It provides a complete solu-

tion to clients via operating rentals, which include mainte-

nance, parts, insurance, and fleet related services. EFM’s

main focus is to add value to all its offerings by providing

customers with a level of service excellence which sets it

apart in the industry.

EFM follows a turnkey process

to ensure that the best solution is

provided to the customer.

This process, depending on the

solution selected, follows the fol-

lowing steps:

• Prospective customers have

access to the EFM New Business

Consultants who can conduct a

thorough fleet analysis at no cost

to the customer. The consultant

will then present the findings to

the customer as well as solu-

tions to demonstrate a solid ROI

(return on investment).

• Once the solution has been

proposed and purchased by the

customer EFM begins the pro-

cess of procuring the vehicles.

They leverage off their supplier

chain to get the most competitive

prices on the market. EFM also

works hand-in-hand with Eqstra

Flexi Manufacturing, which can

manufacture the bodies of trucks

as per the customer’s specifica-

tions to ensure utmost quality.

• EFM will then fund the cus-

tomer’s requirements based on

their solution. This may take form

“We provide comprehensive fl eet management solutions that achieve effi ciencies and cost savings” Johnnie Marais, national

commercial manager, Eqstra

Fleet Management

comprehensive motor insurance, through to aggregate

fund management, Eqstra Risk Solutions is able to cus-

tomise a solution to fit customer’s unique needs and

provide a fleet management approach to risk not found

elsewhere in the market.

As a leading fleet solutions provider to the South African

market, Eqstra has developed a number of retail solutions

driven mainly by its requirements to effectively remarket its

leasing assets at end of contract. As with all its other fleet

offerings, Eqstra can allow its customers access to this

unique solution for the remarketing of their own assets,

increasing returns and leveraging existing platforms.

With transport and fleet, each section of the solution

must add value to the customers. EFM will tailor a solution

that is specific to customer’s requirements.

Technical support and 24-hour roadside assistance

is among the solutions that EFM offers, together with a

driver management system that comes complete with

driver training, driver risk assessments as well as driver

risk scorecards.

EFM will design a solution that is specific to a customer’s

requirements, whether it is remarketing vehicles, procure-

ment, operations or a rental solution. It strives to deliver

the best tailor-made solutions to all customers and under-

stand that all its customers’ requirements differ.

BBBEEEFM has recently achieved a level 2 BBBEE status and are

just waiting for its certification. It has three shareholding

empowerment partners as well as a black empowerment

company, Amasondo.

BEE is both a business and moral imperative, and is

vital to addressing the inequalities of South Africa’s past.

The company intends to improve its rating through its

continuous employment equity plan, its focus on effec-

tive supply chain management and a group review of its

BEE shareholding.

CSR InitiativesEFM monitors its carbon footprint and is taking concrete

steps to reduce its impact on the environment. Some

examples of these steps include:

• planting 12 000 trees in disadvantaged areas, under the

auspices of Food and Trees for Africa

• investing in the Umdoni Gel Stoves project, which

replaces dangerous paraffin stoves with clean-burning

biofuel stoves. The project has distributed 4 000 biofuel

stoves and bioethanol gel fuel to rural and peri-urban

households. This not only saves the households money,

which would have been spent on paraffin, but is a much

safer alternative as it greatly reduces the risk of fires and

repertory illness

• installation of solar geysers in economically disadvan-

taged communities

• Best Lift Club, which was launched in conjunction with

the Department of Transport in October 2011 and aims

to reduce the number of vehicles on our roads as well as

reducing carbon emissions.

EFM is fully ISO 9001 accredited

and compliant.

For more information on

Eqstra Fleet Management

and its offerings, visit

www.efm.co.za or

www.thebestfleet.co.za

or call

0861 EQSTRA (377872)

5TWA | Apr May 2012

R12/ℓThe recent and shocking

increase in the fuel price is but one of many to come. This means well-managed and maintained fl eets become a critical success factor in the supply chain

The recincre

isc

COVER STORY

TWA offers advertisers an ideal platform to ensure maximum exposure of their brand. Companies are afforded the opportunity of publishing a two-page cover story and a cover picture to promote their products to an appropriate audience. Please call Hanlie Fintelman on +27(0)12 463 2564 or e-mail her at [email protected] to secure your booking.


TRUCKERS FORUM

Truckers speak with one voice

Without a doubt, the Trucker’s Forum 2012, a first-of-its-kind workshop Without a doubt, the Trucker’s Forum 2012, a first-of-its-kind workshop held to tackle problem issues along East and Southern Africa’s transport held to tackle problem issues along East and Southern Africa’s transport corridors and to find solutions, was a great success. But it’s not over yet!corridors and to find solutions, was a great success. But it’s not over yet!

6

workable and reasonable solutions to problematic interre-

gional transport issues.

Barney Curtis, CEO of the Federation of East and Southern

African Road Transport Associations (FESARTA), took pains

to point out that the Trucker’s Forum, which is to be an

annual event, is an interregional forum

comprising East and Southern Africa.

He welcomed the attending representa-

tives of South Africa’s Department of

Transport, as the host nation, as well

as the Common Market of Eastern

and Southern Africa (COMESA),

the East African Community (EAC),

the Southern African Development

Community (SADC), TradeMark East

Africa (TMEA) and TradeMark Southern

The forum was not a conference, where delegates

listen to presentations and then go home hav-

ing not achieved much. Instead, the Trucker’s

Forum was a practical workshop devised to initiate

active delegate participation with the objective of identifying

“The truckers forum, is to be an annual inter-regional event” Barney Curtis,

CEO of FESARTA

7TWA | Apr May 2012

TRUCKERS FORUM

7

Africa (TMSA), the implementing agents for the Sub-Saharan

Africa Transport Programme, the Southern African Trade

Hub, USAID Southern Africa and its East African counterpart,

Compete. In 2013 the forum will be held in Nairobi, Kenya.

Curtis stressed that the outcomes document of the forum

will be presented, as an official document, to the COMESA/

EAC/SADC Tripartite alliance as an input to its Trade and

Transport Facilitation Programme. FESARTA will then liaise

closely with the tripartite alliance to track the implementa-

tion thereof. Of course, implementation must take place at

national level in each country – it cannot be done region-

ally. To this end, the National Road Transport Associations

(NRTAs) of each country will work closely with FESARTA to

follow through on implementation.

As Curtis pointed out: “This is the first Trucker’s Forum and

just the start of a process to improve the flow of goods along

our road transport corridors, which is crucial to seamless,

efficient interregional trade, the economic upliftment of East

and Southern Africa, and the eradication of poverty.”

“It is not just an event,” he said.

Crucial to AfricaCyril Laubscher, Director of Business Development at Imperial

Logistics, which was the headline sponsor, said that Africa’s

opportunities must not be underestimated. However, Africa

needs to become internationally competitive. Focus must

be placed on infrastructure investments, particularly in ports,

roads and rail services.

What is also critical is the development of integrated

regional communities – and the integrated, implementa-

ble plans to make this a reality. Interregional trade and

cross-border corridor development requires the com-

bined commitment of all the East and Southern African

governments and their working

together to achieve these goals,

which will reduce the cost of logis-

tics, ensure the efficient movement

of goods and create a balanced,

bi-directional flow of goods to and

from Africa.

The South African Department

of Transport (DOT) acknowledged

that an efficient cross-border road

freight transportation system is

crucial to interregional trade. To

this end, the DOT committed to

provide adequate infrastructure to

ensure such a system. This was

one of the main points to come

out of the Minister of Transport

Sibusiso Ndebele’s keynote

address that was delivered on his

behalf at Truckers’ Forum 2012

by Sinethemba Mngqibisa, chief

director of the DOT. Speaking at the forum on Wednesday,

14 March 2012, Mngqibisa stated that: “In the European

Union, interregional trade accounts for almost 80% of their

overall trade and most of this trade is truck borne. In Africa,

interregional trade accounts for a

mere 12%. So, for us to unlock the

economic value of interregional

trade we need to ask ourselves

what is preventing Africa from

trading with itself?”

Making it happenLolette van Niekerk of TMSA

and Silas Kanamugire of TMEA

explained that TMSA and TMEA

are not-for-profit organisations that

seek to support East and Southern

Africa’s integration, thereby unlock-

ing its economic potential through:

• a reduction in transport time and

related costs along the key corri-

dors in East and Southern Africa

• supporting EAC and SADC insti-

tutions to develop a comprehensive

framework for regional integration

• supporting partner states to substantially increase the

implementation of a comprehensive framework for region-

al integration

• engaging private sector and civil society to positively influ-

ence regional integration policies and practices for growth

in trade.

As Van Niekerk pointed out, a one-day increase in inland

transit times reduces exports by 7% on average. And for

“Africa needs to become internationally competitive” Cyril Laubscher, director of Business Development,

Imperial Logistics

“A one-day increase in inland transit times reduces exports by 7% on average” Lolette van Niekerk, TMSA

“Non-tariff barriers do not stop trade but do make it diffi cult for traders” Vonesai Hove, TMSA


landlocked countries, a 1% increase in export time delays

reduces exports by 1%. At the moment, it takes an aver-

age of 15 days to travel by road from

Kolwezi in the Democratic Republic of

the Congo (DRC) to the Port of Durban

in South Africa. Of this time, seven

days (47%) is spent getting through

three border posts.

At most this should be hours, not

days. Kanamugire, on the other hand,

highlighted the critical need to reduce

East Africa’s costs of importing and

exporting a shipping container, which at

the moment is three times more expen-

sive than South Africa.

On the dotted lineNon-tariff barriers (NTBs)

do not stop trade but do

make it difficult for traders.

NTBs raise costs to a point

of inefficiency so that trade,

in many instances, is simply

not worthwhile. In a trading

environment where NTBs

prevail, economic develop-

ment is stifled. This is one

of Africa’s major problems.

Angola Malawi

Burundi Mauritius

Botswana Mozambique

Comoros Namibia

Djibouti Rwanda

DRC Seychelles

Egypt South Africa

Eritria Sudan

Ethiopia Swaziland

Lesotho Tanzania

Libya Uganda

Kenya Zambia

Madagascar Zimbabwe

TABLE 1 Tripartite member states

Vonesai Hove of TMSA, which is responsible for the

non-tariff barrier (NTB) monitoring system, reminded the

forum that the Heads of State Decision in Kampala 2008,

to establish a Tripartite Free Trade Agreement, included all

the member states of COMESA, EAC and SADC, which are

the three Regional Economic Communities (RECs) bound

by the agreement.

This was ratified by an MOU framework signed by the REC

CEOs in January 2011. According to this agreement and

MOU framework, the tripartite alliance agreed to eliminate

non-tariff barriers and refrain from introducing new ones by

invoking REC treaty/protocol provisions for eliminating non-

tariff barriers to trade.

Working the problemsOver the four months prior to the Trucker’s Forum, a work-

ing committee, through a process between FESARTA and

its member NRTAs, identified a number of key problems

and possible solutions. These were then sent to each del-

egate to assist them in their preparation for the Trucker’s

Forum workshops.

A document listing NTBs directly affecting the road trans-

port industry was compiled from the NTB monitoring system

and given to delegates. Curtis stressed that what was dis-

cussed and agreed in the forum workshops would be vitally

important to the East and Southern Africa region and the

transport industry. Greg Faasen facilitated the proceedings,

which produced the following outputs:

THE ORGANISERS (left) 3S Media’s CEO and publisher, Elizabeth Shorten (left), and business manager, Rachel Gitari

THE FACILITATOR (below) Greg Faasen

WORKSHOP RESOLUTIONS

General

• Use the media to force politicians to act. The issues have been on the table for many years. If they don’t implement facilitation measures, publicise that their ineffi ciencies are increasing the costs to the person in the street.

• All changes must be undertaken in a standardised manner and implemented on a through-corridor basis.• Border operations should not be managed from central governments. Governments must provide the policies

and documentation. The border management committee to manage operations.• Tripartite must ensure that there is enforcement, not just recommendations.

How can we achieve border post management by a single body? For both sides of a two-stop border?

• Customs should act as the lead agency in a single-border management organisation. The organisation should include transporters, clearing agents, drivers and government authorities.

• Use the Maputo Corridor Logistics Initiative (MCLI) as a good example of customs/private sector liaison.• Have a region-wide integrated ICT system with electronic submission and acquittal of documents.• Have a single window for the submission of documents and not have to submit to several authorities at one

border post.• Use standardised documentation and operating procedures throughout the region.• Ensure that trained and experienced staff members are in positions of authority.

How can the customs authorities and the private sector meet regularly in each country to sort out problem issues?

• Have a national stakeholder committee, which feeds a corridor committee.

How can we achieve risk management inspections and not every consignment be inspected?

• Have a corridor-based risk management system on importers/exporters, types of product, transporters and clearing agents.

• Have pre-sealing, pre-inspection and pre-clearing before departure.• All goods to be barcoded and this to link with the Bills of Entry.• Have a database of clearing agents, transporters and drivers.• Electronically track goods using the cost-effective passive RFID system• Fast-track dangerous goods, high-value items and fresh produce.

What is the best process towards upgrading infrastructure at borders?

• The simplifi cation and harmonisation of documentation and procedures should be dictating infrastructure require-ments at borders.

• Ensure there is adequate electronic infrastructure.• Relocate non-core activities to suitable locations away from the borders.• Study best practices throughout the region and overseas.• Channel a percentage of the fees collected at the borders into infrastructure.• Outsource non-core activities at border posts to the private sector, e.g. infrastructure maintenance.

What other interventions will help facilitate border transit?

• Put the border staff onto performance-based contracts.

SESSION 1 Border procedures, documentation, smuggling and infrastructure

SUBJECT MATTER EXPERTS

John Mathenge, regional executive offi cer: Federation of East African Freight Forwarders Associations

Dave Watts, chairman: South African Association of Freight Forwarders KwaZulu-Natal

Eddie Kalua, managing director: freight forwarding company, Malawi

TRUCKERS FORUM

9TWA | Apr May 2012

WORKSHOP RESOLUTIONSWhat is the best process to ensure that only the right standard and quality of weighbridge is used for enforcement?

• Weigh-in-motion (WIM) equipment used to fi lter offenders.• Weighed on multi-deck split-scale equipment that is properly verifi ed and calibrated. • Standardise and harmonise, as appropriate, the operation, equipment, training and management of weighbridges along all cor-

ridors. Audit the weighbridges.• Establish regional vehicle overload control association (REVOCA).• Standardise load limits and tolerances between EAC and SADC/COMESA.

How do we ensure that weighbridges are placed at the right places along the corridors?

• Look at the whole corridor from port to furthest point, based on traffi c fl ows, and involve all states along corridor at regional level.• Each country should have overload control strategy informed by a regional overload strategy. There is a World Bank (SSATP) guide-

line for overload control.

How can we achieve the weighbridge certifi cate at point of origin be acceptable along the whole route?

• Interlink weighbridges electronically along the corridor.• Develop a sealing system for break bulk cargo.• Mutual recognition of weighbridge certifi cates along a corridor.

How can we accelerate the process towards countries accepting regionally recommended load limits?

• Run a pilot on improved overloading control along a corridor.• Transport associations should lobby government to implement recommended load limits.• Tripartite needs to coordinate implementation corridor by corridor.

SESSION 2 Load limits and overloading control


(From left)

Butch Shone, director at Kasembo Transport – Zambia

Hans Poppe, representative: Tanzania Truck Owners Association

Mike Pinard, director: Infra Africa – Botswana

WORKSHOP RESOLUTIONSWhat fees/levies/charges are acceptable?

• After consultation with all stakeholders, only the acceptable fees to be gazetted and published, including on websites/other media. • A three-month notice period for the introduction and change of fees.• Road user charges should be channelled to a road fund dedicated to road maintenance.• Duplication of charges should not be allowed.• Registration with NRTAs of cross-border operators for quality control and to do away with permits.• Discriminatory charges based on domicilium are not acceptable.• Consolidate charges in one payment.• Road user charges should be harmonised across the region.

How can we ensure that there is transparency and reasonableness in the setting of the fees/levies and charges?

• Display all border charges and levies on a large billboard at every border.• Printed onto exit and release documents as proof of payment.

What are the best methods to reduce corruption?

• Insist on a receipt for all payments.• Ability to report incidents without reprisals.• Severe penalties for transgressors.• Implement a harmonised third-party insurance system. • Don’t have charges paid for in cash by drivers. Have prepaid vouchers for charges. • Report corruption – a call centre that you can call while at the border post.• Use of cameras at border posts and weighbridges.

SESSION 3 Excessive and arbitrary charges, levies and taxes


(From left)Mike Scott, chairman: FESARTA

Lambert Tshisueka, director: Hermis Transport (DRC)

Mageline Mabua, transit specialist: USAID Southern Africa Trade Hub

TRUCKERS FORUM


WORKSHOP RESOLUTIONSWhat are considered to be the most important interventions to improve road safety?

Drivers • Motivate drivers to change behaviour through appreciation and

recognition. Have an incentive system based on safety.• Have an industry-driven register of drivers, showing standard of

driver fi tness, alcohol/drug abuse and when training took place.

• Regulation on driver hours. For example, limit to 12 hours of driving per day, half hour rest after 5 hours, 10 minutes after two hours. Give them time to rest at home, for overall wellbeing.

• Have a harmonized regional drivers licence.• Create a professional drivers association lead by FESARTA to

give them a voice and improved recognition. Be represented at the Truckers’ Forum. Encourage professional recruitment.

Driver Training• Have minimum harmonised and accredited regional driver

training standards. Including focus on better nutrition and less fatigue.

• Increase training facilities for drivers, including the encourage-ment of fl eet owner in-house facilities.

• Fleet owners and associations should be involved.• Fleet owners to take responsibility and subscribe to road

safety.• Fleet owners should monitor drivers and have traffi c marshals.• Associations to have codes of conduct for members, with peer

review. These to include road safety issues.• Associations, including FESARTA, ASANRA and fl eet owners,

should infl uence to ensure road safety implementation. FESARTA should spearhead through tripartite.

• Encourage reduction in overloading and better load securing.

Vehicles• Have harmonised regional standards for vehicle design and

roadworthy fi tness.• Have restriction of importation of vehicles over fi ve years old.• If vehicle is not roadworthy, vehicle must be parked and fi xed

before allowed back on the road.• Have cameras inside cabs to monitor driver safety and well-

ness.• Motivate fl eet owners to accept a high standard of

vehicle roadworthiness.• Infrastructure.• Physical state of roads and environment.• Improve truck stops and upgrade Wellness Centres to truck

stops.

Enforcement• Extend the South African Administration and Adjudication of

Road Traffi c Offences (AARTO) into the whole region.• Transgressions should attract large penalties with the potential

loss of driving licence.• Audit road traffi c departments. • Have effective and visible policing. • Get rid of police corruption. • Have statistics of accidents of heavy vehicles in region with

analysis of cause.

Others• Reduce border delays and so reduce driver fatigue.• Develop national and regional road safety policies.• Share case studies of the benefi ts of investment in road safety.

SESSION 4

Unacceptably poor levels of road safety


(From left)Paul Matthew, director: North Star Alliance – Africa

Jane Njeru, CEO: Kenya Transport Association

Mapolao Mokoena, transport Planning Offi cer – SADC

WORKSHOP RESOLUTIONSHow will self-regulation improve the working relationship between authorities and transporters, and what are the steps to introduce it?

BENEFITS OF SELF-REGULATIONSelf-regulation will:• Change the culture of compliance within the industry as it

comes from the industry.• Enhance dialogue and create trust between transporters

and authorities.• Remove some of the burden of governments to enforce.• Remove reasons for corrupt practices.

Requirements• Must have the buy-in of transporters and authorities, through-

out the region, through awareness of the benefi ts.• Must have regionally accepted minimum standards.• Standards must be enforced through an auditing process.• Must include labour unions through the bargaining councils. • Must be put into law that self-regulation is accepted.• All stakeholders must be trained in the development

and implementation.• Must have penalties (review of accreditation) and benefi ts

(less enforcement by authorities).• Must be accommodated in the national (or regional) Road

Traffi c Acts.• Must accommodate smaller transporters.

Way forward• TradeMarks to facilitate workshops to develop regional guidelines.• Take work already done and implement it as a pilot along

a corridor.• Identify areas of confl ict with the regulations.• Develop relevant industry capacity in order to self-regulate.• National Road Transport Associations (NRTAs) to form

steering committees.

SESSION 5

Low level of adherence to regulations and poor relationship with authorities


(From left)Paul Nordengen, principal researcher: CSIR

Gavin Kelly, principal transport planning offi cer, RFA

Adrian van Tonder, fl eet management: Barloworld Logistics

TRUCKERS FORUM

AT TRANSPORT WORLD AFRICA, IN SUPPORT OFinfrastructural and, as a result, economic development, we have put our weight behind the promotion of intraregional trade as a key driver behind Southern and East Africa’s common objectives: to create jobs and eradicate poverty. As a publication we are committed to supporting and promoting the road, rail, sea and air transport industries, which are integral to these objectives, and sharing knowledge of supply chain solutions, from producer to consumer, that will provide a unique insight into the means of reaching the 260 million people in the SADC/COMESA/EAC regions.

LIKE TRANSPORT WORLD AFRICA ON FACEBOOK

Have your say or get the conversation started about anything and everything related to the transport and logistics management industries.

The @twaeditor tweets will keep you updated on all the latest, exciting and, of course, interesting happenings in the transport and logistics management industries.

READY FOR MORE?To advertise in any of the Transport World Africa’s offerings, contact Hanlie Fintelman

Tel: +27 (0)82 338 2266fax: 086 502 4906

For editorial enquiries contact Tony Stone

Tel: +27 (0)11 233 2600 Fax: +27 (0)11 234 7275

MORE THAN JUST A

onlineJOIN THE TRANSPORT WORLD AFRICA COMMUNITY FOR FREE

THE TRANSPORT WORLD AFRICA BRAND INCLUDES:

a websitea weekly newsletter

VISIT TODAY

STAY IN TOUCH A weekly newsletter keeps you up to dateSign up online for our FREE weekly Transport World Africa newsletter and get the lowdown on the happenings in the transport and logistics management industries

NEWS DESK

CHINESE INVESTMENT

R600 million Coega development

VOITH SCHNEIDER

‘Ship of the Year 2012’Full speed ahead with VSP

THE OFFICIAL sod-turning of the new state-

of-the-art FAW truck and passenger car plant

took place recently at the Coega Industrial

Development Zone outside Nelson Mandela

Bay in the Eastern Cape Province.

The total investment, which is being fi nanced

by FAW China, a Fortune 500 company, and

the China-Africa Development Fund (CADFund),

will be approximately R600 million with R200

million going towards the construction of the

plant. “The rest of the money will provide the

working capital to staff, market and operation

of a factory, which is on a par with anything

in the world,” says MD of FAW South Africa,

Richard Leiter.

Coega marketing manager, Ayanda Vilakazi,

says FAW’s decision to invest in Eastern Cape

was prompted by Coega’s location, the proxim-

ity of the Port of Ngqura, the logistical solutions

offered and the support mechanisms offered

by Coega.

“FAW’s decision to build the plant in South

Africa is signifi cant as it is to date one of the

most important investments by a Chinese

entity in South Africa. The arrival of FAW in this

region adds yet another blue-chip automobile

company to the province, the others being Volk-

swagen, General Motors, Ford and Mercedes

Benz,” says Vilakazi.

The plant will be built on 400 000 m2 of land

and is expected to eventually produce 5 000

trucks and 30 000 pas-

senger vehicles annually.

Initially the trucks as-

sembly facility will create

500 to 800 jobs, and

about the same number

will be created when the

passenger vehicle divi-

sion gets under way.

Leiter says the Coega

facility will be the future

springboard for doing

business in the rest of

Africa in terms of the distribution of FAW trucks

and passenger vehicles. “The spin-off effect

from the plant will be enormous as we invest

monies to build our market share both in South

Africa and in Africa in general.”

Eugene van der Berg, FAW national sales and

marketing manager, says: “We will also use this

cash strength to help us continue expanding

our own fi nancing operation, which will be of

huge benefi t to our customers.”

He says FAW is currently in the process of

fi ne-tuning its medium model range to cater

for specifi c micro markets in the MCV sector.

“We have done a lot of research into this

sector, and price and payload appear to be

the most important features for customers.

Our relevant range of vehicles is, therefore, in

the process of being adapted to specifi cally

enhance these features.”

Meanwhile FAW reports that 2012 started

with a bang. “We are experiencing a record

number of inquiries and sales, and we are opti-

mistic that this will continue and even improve

through 2013 and beyond,” concludes Van

der Berg.

RAILWAY

‘Train brain’ is appointed

FOR MANY YEARS, South

Africa’s railway

industry has been

characterised by

sporadic capital

growth spurts fol-

lowed by relatively

long periods of

stagnation. “This trend is hopefully set

to change following President Jacob

Zuma’s presidential address on 9 Febru-

ary 2012 when he voiced government’s

commitment to upgrading the country’s

infrastructure with specifi c reference to

a number of key focus areas in the rail

domain,” says Johann Rauch, recently

appointed general manager for the rail

sector at consulting engineering com-

pany, GIBB.

12

Johann Rauch

Eastern Cape premier, Noxolo Kiviet (centre back); FAW chairman, Jin Yi (3rd from right seated) and FAW South Africa MD, Richard Leiter (extreme right), signing the agreement for the new FAW Coega facility

THE OFFSHORE supply vessel North Sea Giant was given the Offshore Support Journal

‘Ship of the Year 2012’ award. The vessel

of Norwegian operator North Sea Shipping

AS received this prestigious prize during the

Offshore Support Vessel Conference in London.

North Sea Giant is one of the largest and most

powerful offshore oil and gas industry supply

vessels equipped with Voith Schneider Propel-

lers (VSP) as the main propulsion system,

which maintains the ship in a static position

facilitating the safe transfer of cargo.

TWA | Apr May 2012

13TWA | Apr May 2012

NEWS DESK

TRENTYRE

New man behind the wheelNIGEL SOWERBY, the man behind the

wheel of national tyre and related services

retailer, Trentyre, has his sights set on a

major comeback for the group and plans to

drive it there through fundamental stand-

ards of excellence, “executed properly and

throughout each and every outlet across

the country”.

Sowerby, who joined Trentyre as Operations

and Commercial Director in January this

year, headed Goodyear UK’s truck tyre and

retail operations from 2006 until his new ap-

pointment. Before that he worked his way up

from counter-hand to director of American-

based Dana Corporation, which specialises

in automotive components and retail, so his

experience and knowledge of the automotive

services sector runs very deep.

LAND ROVER

Journey of Discovery

GOODYEAR AND DuPont Industrial

Biosciences are working together to de-

velop BioIsoprene™, a revolutionary bio-

based alternative for petroleum-derived

isoprene. BioIsoprene™ can be used for

the production of synthetic

rubber – which in turn

is an alternative for

natural rubber –and

other elastomers.

The development

of BioIsoprene™

will help reduce

the tyre and rub-

ber industry’s

dependence

on oil-derived

products.

Currently, the

two companies

have demon-

strated proof

of the technol-

ogy through the

GOODYEAR

Bio-based tyres edge closer to reality

production of a prototype tyre made with

BioIsoprene™ monomer.

“Finding a replacement for oil-derived

materials is the right thing to do from

a business standpoint, but it’s also the

right thing to do for the

environment,” says

Jean-Claude Kihn ,

chief technical

offi cer for the

Goodyear Tyre

& Rubber Com-

pany. “Since

synthetic rub-

ber is a critical

component to

our products

and many

others, we are

very excited to

be working on

this renewable

alternative with

DuPont.”

THE ONE MILLIONTH Land Rover

Discovery has been made at Jaguar Land

Rover’s Solihull Manufacturing Plant near

Birmingham in the UK.

To celebrate this milestone and demon-

strate the Discovery’s class-defi ning versa-

tility and all-round capability, this vehicle

will now start a

‘Journey of

Discovery’

from its birthplace in Birmingham to Beijing in

China – one of Land Rover’s fastest growing

markets. The 50-day, 12 875 km adventure

will be undertaken by three Land Rover Dis-

covery vehicles travelling through more than

a dozen countries acr oss Europe and Central

Asia, culminating at the Beijing Motor Show

on 23 April.

The expedition also presents Land Rover

with the opportunity to launch its most ambi-

tious fundraising project yet as it aims to

raise £1 million (about R11.88 million) for

the company’s Global Humanitarian Partner,

the International Federa-

tion of Red Cross and

Red Crescent Socie-

ties. The money will

be used to support

a much needed

water sanitation

project in Uganda.

HOT SEAT

CP MINNAAR & SEUN

Not just a cog in the wheel

because it lost control due to poor logistics, but because

of a failure in leadership, including succession planning

and development, moral decay and authoritarianism.

Understanding SCMBut what is supply chain management? It is all the inter-

linked resources (people and equip-

ment) and activities needed to man-

age supply and demand, sourcing

of raw materials, manufacturing

processes, distribution process-

es and delivery of goods (on

time and at an agreed price) to

delighted customers.

All goods within the supply chain

have to be delivered to factories,

distributors and customers. The

choice of the transport mode (road,

Learning from our successes and failures, and

those of others, is crucial to building a sus-

tainable future. The practice of supply chain

management (SCM) was originally developed

by the Roman legions of old. They used a flexible system

consisting of supplies, storage depots and magazines

stocked with supplies and arms as well as superb

road systems, mobile repair shops, service

corporations of engineers and armourers,

and extensive coordination and planning.

This resulted in an efficient, fast,

and formidable army that won

many battles and conquered

much of Europe and Asia,

and held it for hundreds of

years. Unfortunately for the

Romans their vast empire

eventually declined, not


If transporters can understand the importance of their role in the supply chain, they will deliver a superior service, and in the process build a sustainable business. CP Minnaar & Seun is one such company.

1411414141414141411414141414141111111111141 TWATWATWATWATWATWATWAAAATWTWATWWAWWWTWAAA |||||| AprAprAprAprApAprApAprAprApAprApppApppAppAppp MaMaMMaMaMaMaMaMaMaMaMaMMaMaMMaaMMaMaMMaaMaMayyyyyyyyyyyy 20220202022022020222222 1212121212122121221212

p p pp ychain, they will deliver a superior service, and in the process build a sustainable business. CP Minnaar & Seun is one such company.

HOT SEAT

rail, sea or air) affects other areas of the supply chain

management, such as warehousing, production, packag-

ing, planning, location (of suppliers, manufacturing and

customers), inventory control and information manage-

ment. Factors such as transit time, reliability, accessibil-

ity, security, impact on inventory, product degradation or

obsolescence and/or traceability are important, as are

other factors.

Once the carrier is selected, computer models should be

used to optimise routing – to minimise time and cost. As

such, the overall effectiveness of the transport function is a

significant means of reducing costs, improving profitability

and business sustainability.

Where the transport function is outsourced to a transport

company, this company must understand its role in the

supply chain and the significance of its contribution to the

sustainability of its customer as well as itself.

PhilosophyIt is within this context that CP Minnaar sees itself – as a

speciality transporter committed to providing reliable, time-

bound road freight transport services in southern Africa,

including Zimbabwe, Zambia, Mozambique, Swaziland,

Lesotho and Botswana. Based in Letsitele in Tzaneen, with

a fleet of modern, well-maintained Mercedes Benz trucks

equipped with flat deck and taut liner trailers in super link

configurations with capacities of up to 35 t, CP Minnaar is

perfectly suited to moving break-bulk and container cargo

anytime, anywhere.

The company’s philosophy, driven by its core values, is

that every customer is important and deserves the highest

quality of service.

The company regards its customers as its greatest

asset and recognises that its future depends

on the success of its customers. To this

end, it nurtures a proactive, friendly envi-

ronment based on honesty, integrity

and trust, and provides expert knowl-

edge and practical solutions when

and where required. In a nutshell,

this equates to excellence on

the move.

Human resourcesDrivers are well-trained and fully

qualified as heavy-duty truck driv-

ers and have no less than 10

years experience on the job. They

understand the importance of

their individual roles in the cus-

tomer’s supply chain based on a

purposeful understanding of cus-

tomer needs and expectations, and

meeting or exceeding those needs.

Drivers are not just drivers but asset

managers entrusted with assets

worth, at times, millions of rands.

Supported by a 200-strong multi-

skilled team, the company provides

a coordinated transport service built

on a reputation of an innovative, reli-

able and cost-effective transporter.

Staff members take ownership of

their responsibilities and are com-

mitted employees and members of

a professional team.

T he management is proud of its

staff because of their, loyalty and

commitment – having been with the

company for many years – and pro-

viding a first-rate service with mini-

mum oversight.

The directors of the company are

CP Minnaar, HS Minnaar and JA

Kemp, who is also the managing

director.

Health and safetyAs the demands on a driver are sig-

nificant, their well-being and safety

is paramount. The company focuses

on its drivers to ensure that they are

well cared for and have full access to

medical services and advice.

Vehicle maintenanceCP Minnaar’s vehicles and trailers are

maintained internally by an accred-

ited Mercedes Benz workshop with

qualified Mercedes Benz mechanics

on site. Some work is contracted out

to external service providers depend-

ing on the nature of maintenance

required, issues of warranty and work

load. But mostly all work is carried

out by well-trained and dedicated

workshop staff who have an average of 15 years of fleet

maintenance and servicing experience.

Under the leadership of a diligent workshop manager,

the company’s workshop foreman, mechanics, store man

and tyre fitters carry out pre-determined maintenance

plans according to Moriginal equipment manufacturers’

servicing guidelines. Over and above this, a preventive

maintenance approach is followed at all times to minimise

service disruptions.

Insurance coverAs a standard, the company carries

‘Goods in Transit’ insurance cover to

the value of R850 000 per load, with

an optional cover increase as per

value of cargo to be delivered.

CORE VALUES• excellence in all aspects of business

• honesty and Integrity

• a reputation as leaders in transport

and freight industry

• detailed attention to consistency

and reliability

• a reputation of service from customers

• innovation and safety.

OUR FLEETTRACTORS (HORSES)

• 35 x Mercedes Benz Actros V8

• 5 x Freightliner 530HP

• 7 x 8 tonner rigid Mercedes Benz

• TRAILERS

• 20 x Superlink tautliner

• 25 x Superlink fl at deck

• 5 x Tri-axle fl at deck

• 4 x 8 tonners with 5 t trailers


“Our drivers understand the importance of their individual roles in the customer’s supply chain” Cobie Kemp,

MD, CP Minnaar & Seun

CONTACT DETAILS

t +27 (0)15 386 8400 or contact

Cobie Kemp on +27 (0)82 370 1332

or [email protected]

The company s philos

that every customer is

quality of service.

The company r

asset and

on the

end, it

ronm

an

e

t

p

t

m

D

m

Energy demand is linked to popula-

tion and economic growth. The

world’s population is projected to

increase by 1.4 billion over the next

20 years, while its real income is likely to grow

by 100% over the same period. This combina-

tion of factors is expected to increase world

primary energy consumption by as much as

40% over the next 20 years with non-OECD

(Organisation for Economic Co-operation and

Development) energy consumption as much as 70% higher

by 2030. Energy and climate policies, efficiency gains and

a long-term structural shift in fast-growing

economies away from industry towards

less energy-intensive activities may act to

restrain consumption and result in lower

growth, but the overall trend is likely to be

one of strong growth in energy demand.

While energy is available to meet grow-

ing demand, action is required to limit the

volumes of carbon dioxide (CO2) and other

greenhouse gases being emitted through

energy use. Plus, there is air quality and

other local concerns associated with the

combustion of hydrocarbons.

Energy security represents a challenge in

its own right. More than half of the world’s

With energy demand projected to keep rising, the global energy challenge is set to become increasingly complex. By BP p.l.c.

The energy challenge

FUTURE UNCERTAINnatural gas is in just three countries and more than 80% of

global oil reserves are in 10 countries, most of which are

located well away from the hubs of energy consumption.

MEETING THE CHALLENGE

Energy efficiency Saving energy through greater efficiency addresses sev-

eral issues at once. It helps with affordability, because less

energy is needed; it helps with security, because it reduces

dependence on imports; and it helps with sustainability,

because it reduces emissions. In transport especially, we

believe that efficient combustion engines and power train

technologies, including hybridisation, combined with use of

biofuels, could offer the quickest and most effective path-

way to a secure, lower-carbon future, at least in the short

to mid term.

A diverse mix It is believed the global energy challenge can only be met

through a diverse mix of fuels and technologies. A broad

mix can help to provide enhanced national and global

energy security while supporting the transition to a lower-

carbon economy. This is why BP’s portfolio includes oil

sands, shale gas, deep water production and alternative

energies such as biofuels and wind.

Oil and gasOil and gas are still expected to play a significant part in

meeting this demand and we project they will represent

53% of total energy consumption in 2030 (compared to 57%

in 2010). Even under the International Energy

Agency’s most challenging climate policy sce-

nario that might with difficulty still be achievable

(the 450 ppm scenario), oil and gas still make

up 49% of the energy mix in 2030. Moreover, we

believe the political, technological, logistical,

infrastructure and cost challenges presented

by the 450 ppm scenario make it increas-

ingly unlikely to occur, meaning that demand

for fossil fuels would remain at a higher level for

longer. We think it likely that fossil fuels will still

account for 80% of the world’s energy in 2030.

Gas in particular is likely to play an increasingly strategic

role. It is a lower-carbon fuel that is increasingly secure and

affordable. Used in place of coal for power, it could reduce

CO2 emissions by half. We also believe that oil will remain

the dominant source for transport fuels, accounting for as

much as 87% of demand in 2030.

Over time the available hydrocarbon resources will

become increasingly difficult to reach, extract and manage,

requiring BP and others in the industry to move into more

technically challenging areas. Greater energy intensity

could be required to extract these resources, operating

costs and greenhouse gas emissions from operations are

likely to increase. On the other hand, advances in technol-

ogy will lead to more efficient ways to transform base hydro-

carbons, including natural gas and coal, into usable forms

of energy, petrochemicals and lubricants.

ABOVE BP’s Andrew oilrig in the North Sea

BELOW BP CEO Bob Dudley

OIL & GAS

40%i ncrease in world primary energy consumption projected over the next 20 years

Phot

o G

aura

v Sh

arm

a



TOYOTA HILUX

Leading up to the race the

South Africans trained in

Iceland and the glaciers of

the French Alps to prepare

them for their challenge.

Their endeavours, as well

as those of the other com-

petitors in the South Pole

Race 2011/Centenary Race 2012, will be documented in a

TV documentary series by the acclaimed South African TV

production company, Urban Brew, called Cold Sweat. The

programme will be aired on SABC3 in April this year.

The epic race, organised by Extreme World Races (EWR),

had 16 competitors from seven nations competing as seven

teams, racing on foot and with sleds to be the first to the

pole. The race kicked off on New Year’s Day, 75 km from the

frozen coastline at Novo base. The competitors covered 770

km, negotiated multiple crevasses, crossed snow bridges,

and climbed to 3 000 m on the high plateau in their quest to

reach the South Pole.

The other six teams, from Britain, Norway, Ireland, the

Netherlands and Germany, were also supported by Hilux

AT44 vehicles, of which no less than five (including two 6x6

Hilux AT44’s), were built in South Africa.

ABOVE The four-wheeler 4x4 Hilux vehicles ready to race

BELOW Loading the six-wheeler 4x4 Hilux vehicles

Adventurers Braam Malherbe (left) and Peter van Kets (right) took part in a unique and challenging race in the Antarctic, which demanded an equally unique vehicle.

Two South African adventurers, Braam Malherbe

and Peter van Kets, recently participated in the

Antarctica commemorative South Pole race to

celebrate the centenary of the epic race between

Roald Amundsen and Robert Falcon Scott to reach the South

Pole first, and to raise funds for Operation Smile South Africa.

On reaching the South Pole, Malherbe, a conservationist

and environmental activist, and Van Kets, the only African

to have rowed an ocean solo and unsupported, the two

intrepid adventurers struck 1 000 coins from the SA Mint on

an antique press at the South Pole. This was another world

first for South Africa, as no coins have ever been minted

in Antarctica.

The unique medallions feature Antarctica on the reverse

and promote the fight against climate change. They also pay

tribute to the history of scientific explorers and the adventur-

ers who crossed the ice-laden paths of this unforgiving con-

tinent to reach the South Pole 100 years ago.

During their journey, the two South Africans (Team Mission

Possible) were logistically supported by a Toyota Hilux built in

the Toyota South Africa Motors plant in Prospecton, Durban,

before being converted by the Icelandic company Arctic

Trucks (AT). The converted AT38 Hilux, now an AT44, was

donated to the South African Antarctic base, SANAE.

COMMERCIAL VEHICLES


New generation Quon UD TRUCKS

COMMERCIAL VEHICLES

Model line-upThe new UD Trucks Quon range of extra-heavy vehicles offers

a variety of manual and automatic transmission options that

will suit customers’ unique business requirements.

EngineAll the models in the range have been fitted with the GH13

series, which was developed by UD Trucks using Group

engine technology. The UD Trucks GH13 engine is a 13 ℓin-line 6-cylinder turbo-intercooled engine. This is a EURO3

engine that offers a more environmentally friendly option as it

decreases an operators’ carbon footprint.

According to Richards, the new engine is a more efficient

unit and as there is only one engine range in the series, fewer

parts are required for stockholding purposes, resulting in

more cost savings for customers. The engine series features

a newly developed unit injector that increases the maximum

fuel injection pressure to improve overall combustion effi-

ciency and also achieves low emission and weight reduction

efficiency that lead to improved fuel economy.

The Quon range also boasts a new Extra Engine Brake or

EEB, which offers 1 470 Nm of braking torque at 2 300 rpm

(redline is at 2 100 rpm). The EEB design specifically utilises

the exhaust and the compression strokes of the engine to

slow the vehicle down and offers safer control on descents

and slippery roads. This means operators will have a longer

brake life on their vehicles and reduce driver fatigue specifi-

cally on long-hauls. Both the 14-speed manual and ESCOT V

transmissions (with the exception of the GK17 410 AS TT) uti-

lises a Voith retarder, which has a braking torque of 3 250 Nm.

Engine oil is filtrated by a two-piece full-flow long filters and a

one-piece bypass long filter, which extends the service inter-

vals of the vehicles to 30 000 km for long-haul and 20 000 km

for medium-haul applications. The GH13 engine uses a

closed circuit ventilation system for crankcase ventilation

and not an external breather as with the previous generation

Quon’s GE13 engine. The heavy duty design turbocharger

has specifically been designed and

developed to be more durable.

Higher capacity air compressors

ensure quicker charge rates; 1-cyl-

inder 530 ℓ/min for the CW26 370

tipper and freight carrier models, and

2-cylinder 900 ℓ/min for all the other

models. Another innovative feature

is the remote activated draining of

the engine’s fuel filter water trap. The

driver will be alerted by the multi-func-

tion display on the vehicle’s dash that

the water trap needs to be emptied,

which the driver can subsequently

UD Trucks Southern Africa has launched UD Trucks Southern Africa has launched the new generation of its Quon extra-the new generation of its Quon extra-heavy commercial vehicle range (EHCV). heavy commercial vehicle range (EHCV).

The Quon range, consisting of 14 model derivatives

intended for South Africa, will be introduced to the

local market from March to August 2012.

The all new Quon trucks sold from March 2012

will also be accompanied by UD Trucks’ new Managed

Maintenance initiative – an industry first in South Africa.

Through Managed Maintenance, UD Trucks provides the

company’s complete management and overseeing of all

repairs and service costs on behalf of its customers.

Johan Richards, UD Trucks Southern Africa’s CEO, explains

that in 2011, the local EHCV segment grew by 35.41% year-

on-year to 11 503 units, with UD Trucks securing a 9.4%

market share. The company anticipates this section of the

market to reach a total of 12 932 units in 2012 – a forecasted

growth of 10.96%. UD Trucks has increased the number of

Quon variants to cover more sub-segments within the EHCV

market to meet market and customer demands.

closed circuit ve

and not an extern

Quon’s GE13 en

Model BenefitGW26 410 TT Increased D/T to 56 000kg

CW26 370 DT Increased GVM to 30 000kg

CW26 370 FC Increased D/T to 45 000kg

All 6x4 models Improved ‘V’ rating of 25 700 kg (was 25 500 kg)

All 4x2 models Improved ‘V’ rating of 16 700 kg (was 16 500 kg)

All models New legal 7 700 kg front axle rating (was 7 500 kg)

BELOW The driver’s cab with the well-appointed dashboard

BOTTOM The new generation Quon models


COMMERCIAL VEHICLES

do by simply pressing a button conveniently mounted on

the dash.

TransmissionsOne of the strength of the new Quon range undoubtedly lies

with the transmission. A selection of manual and automatic

transmissions has been employed across the range to suit

various applications. There are three manual transmis-

sions: the MTS75D 7-speed, the MPR90A 9-speed and the

VTO2514B 14-speed. The automatic gearboxes were spe-

cifically developed to improve safety, overall economy and

to offer the operators easy driving capabilities. The ATO2612

group new automated manual transmission, offers 2-pedal

or clutch-less operation through the innovative 12-speed

ESCOT V gearshift mechanism. The ESCOT V transmission

technology offers both power and economy in a wide variety

of driving scenarios by increasing driving performance at low

speeds at time of start and reducing engine speeds in high

gear at cruising speeds. These automatic derivatives have

innovative features like ‘Easy Hill Start’, sequential shift, air-

shift navigation, as well as an energy management feature

that improves fuel economy in the top gear. Eco roll mode, for

instance, engages the neutral position in order not to travel

against engine compressions. All options are conveniently

shown on a multi-functional display inside the cabin from

which drivers can then select the appropriate mode.

The ESCOT V automated transmissions also feature pres-

surised lubrication via the oil pump, ultra smooth clutch and

launch control, auto-neutral engagement when the park

brake is applied or if a gear is selected while the ignition is

turned off. ESCOT has been specifically designed for lower

maintenance as well as greater fuel efficiency. Improved

overall economy is also achieved in the process, as the Quon

models with automatic transmissions are only scheduled for

their first oil change at 390 000 km, with oil change intervals

set at every 390 000 km thereafter.

Chassis & suspensionImprovements made on the chassis packaging include a

lighter catwalk and a lower 5th wheel height on all 6x4 truck-

tractors with mechanical suspension. A special off-road

chassis packaging has also been introduced on all models

with the exception of the CW26 490 freight carrier, to suit

off-road operating conditions. This includes uprated front

axle ratings, heavy-duty front suspension and stabiliser,

radiator protection, as well as a higher repositioned exhaust

silencer and fuel tanks. Air suspension is provided by four

bags with height adjustment on the GK models, so as a result

12R22.5 tyres are fitted on the rear axle. Two bags per axle

are fitted on the GK models without height adjustment. The

GK’s front tyres, as well as the balance of the model range

are all fitted with 315/80R22.5 tyres. Fuel tank capacities

range from 800-litres on the 6x4 truck-tractors, to 300 ℓ on

the CW26 370 tipper and freight carrier models, while all other

models feature 400 ℓ fuel tanks.

Cab/interiorNumerous enhancements have also been made to the Quon

range’s cab to increase the driver’s safety, comfort and

convenience. This includes the user-friendly and convenient

multi-functional display, intermittent wipers, as well as cruise

control and keyless entry on the flagship GW26 490 TT

model. A three-piece steel front bumper incorporating an air

dam is featured on all air-suspension models, to enhance

aerodynamics and stability by blocking the flow of turbulent

air under the chassis.

Mass RatingsWith the launch of the new generation Quon range, UD

Trucks Southern Africa has improved the mass ratings of its

extra-heavy vehicles.

ModelCode

ModelDescription

Transmission Gvm / Gcm Config. Application

4X2 Truck TractorE01 Gk17 370 - Tt Manual 9-speed 17 200/41 000 4X2 Tt 3-Axle semi trailer (local distr)E02 Gk17 410 - Tt As Hr Amt 17 200/45000 4X2 Tt 3-Axle semi trailer (long haul)

ConstructionE03 Cw26 370 - Dt Manual 7-speed 30 000/36 000 6X4 Dump 10.0 m³ Rigid tipperT28 Ud330wm Manual 7-speed 26 000/36 000 6X4 Mixer 6.0 m³ Cement mixer

Freight CarrierT27 Ud330wf Manual 7-speed 26 000/36 000 6X4 Fc Solo freight carrierE04 Cw26 -370 - Fc Manual 7-speed 26 000/45 000 6X4 Fc Solo or 2-axle drawbar E05 Cw26 490 - Fc Amt 26 000/65 000 6X4 Fc 3&4-axle drawbarE06 Cw26 490 - Fc Manual 14-speed 26 000/65 000 6X4 Fc 3&4-axle drawbar (severe off-road)

6X4 Truck TractorE08 Gw26 410 - Tt Amt 26 000/56 000 6X4 Tt 3-Axle semi trailer/Limited link applicationE09 Gw26 410 - Tt Hr Amt 26 000/56 000 6X4 Tt 3-Axle semi trailer/Limited link applicationE10 Gw26 490 - Tt Manual 14-speed 26 000/ 65 000 6X4 Tt Link application (severe off-road)E11 Gw26 490 - Tt Amt 26 000/65 000 6X4 Tt Link application – On/Off RoadE12 Gw26 490 - Tt Hr Manual 14-speed 26 000/65 000 6X4 Tt Link application – Long distanceE13 Gw26 490 - Tt Hr Amt 26 000/65 000 6X4 Tt Link application – Long distanceE14 Gw26 490 - Tt As Hr Amt 26 000/65 000 6X4 Tt Link application – Long distance

ABOVE The Quon’s hogher capacity air compressor

BELOW The intelligent ESCOT V transmission

TABLE 2 Model applications

VOLKSWAGEN

Designed with fi rst world characteristics, developed to operate in third world conditions.

Incorporating 21st century technology, the new

Volkswagen Constellation truck range is set to oper-

ate and succeed in the harshest conditions and is

now available in South Africa. Developed in Germany

and conditioned in Brazil, the Constellation trucks possess

a unique combination of supreme quality and refinement

coupled to class leading ruggedness. Volkswagen of

South Africa, in partnership with Volkswagen of Brazil Truck

and Bus, entered into the heavy commercial market with

ongoing testing and development taking place in South

Africa to adequately prepare the vehicles for the harsh

operating conditions in South Africa. Volkswagen’s new

range of rigid trucks and truck tractors are built to make

business and life as convenient as possible. Each model

can be adapted to suit unique business requirements.

The Constellation 13.180 and 15.180 Rigid Trucks are

tough, agile, and economical. Both trucks provide 132 kW

of power at 2 200 rpm and 600 Nm of torque. These

trucks offer excellent driver response, low fuel consumption

and simple maintenance. They both come with five-speed

manual transmission and are ideal for city, inter-city delivery,

distribution of general/specialised products and services.

The 13/15.180 trucks are available in an extended day cab

with easy access to specific items for daily inspections. The

Constellation 17.250 Rigid truck is equipped with advanced

technological features and is specified for medium- to long-

distance city and highway hauls. The truck provides 184 kW

of power at 2 500 rpm, 950 Nm of torque and a six-speed

manual transmission. The 17.250 is available in an extended

day cab or a sleeper cab with easy access to specific items

for daily inspections.

The Constellation 24.250 Rigid truck is aimed at medium-

and long-distance operations. With 184 kW of power at

2 500 rpm and a six-speed manual transmission this truck

comes with state-of-the-art safety, performance and comfort

features. The 24.250 is available in an extended day cab or

a sleeper cab with easy access to specific items for daily

inspections. The Constellation Titan Tractor 19.320’s smooth

power-train results in a vehicle capable of hauling containers

of up to 30 pallets and/or 35 t of combined total gross mass.

The Titan provides 235 kW of power at 2 000 rpm, 16-speed

manual transmissions with hydraulic servo-assisted shift-

ing mechanisms, covers all variations of distribution, and

medium- to long-haul highway and off-road cargo transport.

The 19.320 is available in an extended day cab or a sleeper

cab with easy access to specific items for daily inspections.

DriveabilityThe Constellation’s up-to-date electronic MWM-VW and

Cummins Diesel engines are the main reason for the excel-

lent performance which leads to low overall operational and

Built for commercial success

COMMERCIAL VEHICLES


maintenance costs. The Robust Eaton and ZF transmis-

sions ensure smooth and efficient operation. With its latest

brake technology, braking reliability is guaranteed and the

Constellations are ideal for city and inter-city delivery and

distribution of general/specialised products and services.

The suspension is structured with springs, cushions and

hydraulic shock absorbers to smooth out even the bumpi-

est road, with additional comfort-cab suspension set-up on

certain models. The Constellation also features extremely

smooth braking, servo assisted gear-shifting (for selected

models) and class leading interior noise reduction.

The Constellation powertains comply with Euro III emissions

levels and can be updated in future to comply with upcom-

ing gas emission rules. The truck comes with an on-board

computer that displays (among other info) the date and time,

average or real-time fuel consumption, average speed, the

journey’s total time and the distance covered.

MaintenanceThe front grille design makes for easy operation of daily

checking and cleaning tasks, and has hinges that allow for

a person to grab hold and lean on them while cleaning the

windshield. Inspection items are also conveniently positioned

at the front of the engine, behind the grille to allow daily

inspections to be carried out without having to tilt the cab.

Easy to clean and repair plastic materials have been used

in the bumpers, fenders and mudguards. The Constellation

comes standard with a one-year/unlimited kilometre plus a

second year or 300 000 km on the drive train warranty. The

cab structure is guaranteed for a full six years against perfo-

ration/corrosion. A wide range of maintenance plans are also

available to suit the customer’s specific needs and these are

available from its Commercial Vehicle dealer network.

The impresssive new VW Constellation

t +27 11 485 8700 [email protected]

Innovative supply chain solutions

Safety. Service levels. Carbon footprint. Transformation. Profitability. You’re under increasing pressurefrom all directions. Outsourcing your transportation at the lowest cost/km might increase your margins,but you ought to be partnering with a logistics service provider who can deliver value beyond lower costs.Reliability, service and quality excellence. High levels of health, safety and empowerment. Low environmentalimpact... This is how we do transportation.

Call us. We go the extra mile.

Are you and your logistics partner on the same page?

T00

661


JSE-listed logistics solutions provider, Cargo

Carriers, is now delivering high-energy fuel to

Basetho mine in Maun, Botswana, for Bulk

Mining Explosives (BME). This three-year con-

tract presents a great opportunity for Cargo Carriers to

expand in Botswana as the company predicts promising

growth in the next two years.

A division of the Omnia Group, BME is a leading sup-

plier of explosives for opencast mining and the quarrying

industry, and has previously worked with Cargo Carriers in

running product from Sasolburg to Namibia.

The high-energy fuel, which provides greater energy on

combustion than that of conventional fuels because of its

hydro-boron additive, sees Cargo Carriers overcoming

new obstacles. Much preparation was required in order for

this contract to get under way, from dealing with the techni-

cal aspect of delivery to the legislative differences between

South Africa and Botswana.

The two countries define high-energy fuel differently.

Transporting the fuel between the two countries requires

the vehicles to be fully compliant with both countries’ sets

of legislation.

The vehicles will be equipped with specifically designed

23 000 ℓ mild steel tankers that accommodate high-

energy fuel according to both sets of legislation. The

vehicles will also be fitted with a unique pumping system

(a requirement of the Botswana Explosives Act) in order to

lawfully offload the product at the mine.

In transporting the high-energy fuel to the Basetho

mine, Cargo Carriers will be making a round trip of over

2 300 km. When it comes to transporting hazardous

chemicals over such a great distance, safety becomes a

top priority. Cargo Carriers is well-known in the industry for

placing a great emphasis on safety, health, environment

and quality (SHEQ).

“We took the decision to raise our SHEQ standards over

10 years ago,” says Andre van Vuuren, marketing director

at Cargo Carriers. “It’s no exaggeration our ability to com-

pete in the fuel industry not only depends on the competi-

tive rates and high service levels, but also on operating at

the absolute highest levels of SHEQ we can achieve.”

Cargo Carriers constantly looks to expand its horizons,

especially in Southern Africa. This new contract with BME

is an ideal opportunity for the logistics company to estab-

lish a firm foothold in Botswana.

“Over the years we have established ourselves as

experts in cross-border supply chain solutions in sub-

Saharan Africa,” says Van Vuuren. “We are well prepared

to expand our customers operations across Southern

Africa, no matter what the obstacle.”

Acknowledgement: This article, edited by Tony Stone, was supplied

by Cargo Carriers

High-energy fuel to Botswana

CHEMICAL TRANSPORT

In Africa, transporting across the border has its challenges. But when transporting chemicals for a bulk mining explosives supply company, the challenges are even greater.

MOBILE HAZARD A specially designed tanker for the transport of high-energy fuel

HAZARDOUS MATERIALS

The Presidential Infrastructure Coordination

Commission (PICC) is to oversee the implementa-

tion of transport and logistics projects to the tune

of R262 billion over the next three years.

Public transportAs part of South Africa’s public transport strategy (PTS),

South Africa is moving towards a high-quality integrated

mass rapid transport network, which includes rail, taxi and

bus services. People need public transport that is safe, reli-

able and comfortable to travel to work, school or anywhere

else they need to go. The Department of Transport (DOT)

is achieving this through an integrated rapid public trans-

port network in cities. The taxi recapitalisation programme

together with trains and buses form part of the mass mover

concept of transporting people to various destinations of

choice. In 2011, 44 184 old taxi vehicles were scrapped, with

over R2.2 billion paid out as scrapping allowances.

Roads infrastructure projectsThrough the S’hamba Sonke Roads Programme launched

in April last year, government makes a clear commitment

for a targeted capital investment programme on the roads

infrastructure, particularly in the rural areas. During the

2011/2012 financial year, the S’hamba Sonke Programme

created 68 000 full-time employment opportunities through

the following projects shown in Table 1. Together with the

DOT and provinces, SANRAL will strengthen all related job-

creation programmes through the over-arching principles of

S’hamba Sonke.

Rail Network projectsA feasibility study which covered engineering, economic, legal

and financial analysis for the procurement, financing, operat-

ing and maintenance of new rolling stock was completed dur-

ing 2011. The study found that the project for the acquisition

of new rolling stock was economically viable. The acquisition

of the coaches will be divided into two 10-year batches, with

approximately 3 600 vehicles included in each batch. The cost

will be approximately R5.2 billion per annum (2011 rands), with

the first payments to be made during the 2014/15 financial

year. Furthermore, infrastructure interventions amounting to

R13.5 billion will be made on the existing networks to optimise

the technological benefits of the new coaches.

The establishment of local manufacturing industries will

result in substantial sustainable jobs over the 20-year pro-

curement period, and the redevelopment of rail engineer-

ing capacity and skills that have been lost over decades

of under-investment in the local rail engineering industry.

The feasibility study on rail projects estimates that, over the

20-year duration of the project, approximately 65 000 direct,

indirect and induced jobs will be created.

Movement of goods and economic integrationThe DOT is working on an efficient movement of goods and

economic integration through a Durban-Free State-Gauteng

logistics and industrial corridor. This project is intended

to connect the major economic centres of Gauteng and

Durban, and at the same time connect these centres with

improved export and capacity through the sea-ports.

The Port of Durban, the Durban-Gauteng Corridor, Logistics

Hubs and Terminals are project development components

aimed at speeding up the transportation of goods. The state

is also looking at the necessity of reducing port charges,

as part of reducing the costs of doing business as this was

raised sharply by the automotive sector in Port Elizabeth

and Uitenhage during the performance monitoring visit to

the sector last year. There is going to be expansion of rail

transport in Mpumalanga, connecting coalfields to power

stations. This will enhance a shift from road to rail in the

transportation of coal, which has caused a deterioration of

roads in Mpumalanga.

Acknowledgement: This article, edited by Tony Stone, was sup-

plied by the Department of Transport

Mapping the way forward

TRANSPORT INFRASTRUCTURE PROJECTS

An abridged version of the Minister of Transport Sibusiso Ndebele’s (pictured left) infrastructure development cluster briefi ng held in February.

TRANSPORT ENGINEERING

KwaZulu-Natal• Nongoma – Dabhazi – Hlambanyathi -– Hlabisa corridor at R270 million

• Eshowe – Ntumeni – Kranskop – Vryheid corridor at R2 billion

These anchor projects will support the tale of four cities, which is about connecting Ulundi,

Richards Bay, Pietermaritzburg and Durban.

Mpumalanga• maintenance of the R33 road between Stoffberg and Belfast (42 km) at a cost of

R24 million

• an upgrade 40 km road project from White River to Ntsikazi at a cost of R16 million.

Limpopo• household routine maintenance engaging 27 contractors for R237 million and attending

to 8 100 km

• fi xing access roads at a cost of R60 million

• pothole patching project on 220 km of roads at a cost of R174 million.

Gauteng• reseal on N14 from Krugersdorp to Klieveskraal at a cost of R55.8 million

• reseal of Ben Schoeman – Pretoria to the N1 for R10 million

• upgrade on P126 (M1) on 8.54 km for R11 million.

Northern Cape• household Road Maintenance – Bathloaros to Maphinik 26 km for R7 million

• road Maintenance: Victoria West Calvinia 387 km for R18 million

• re-seal of Douglas-Kimberley 18 km for R22 million.

Western Cape• Overberg regravelling at R43 million

• Malmisbury to Hopefi eld reseal for R51 million

• De Rust to N9 reseal for R54 million.

Eastern Cape• household Contractor programme approximately R200 million over three years

• emerging contractor and consultant development for R500 million over three years.


TABLE 1 creating job opportunities through the following projects


Airports

Freight, logistics & infrastructure

Rural transport

Urban transport

Aurecon provides engineering, management and specialist technical services for government and private sector clients globally. The group has been involved in

We work collaboratively with our clients throughout the entire asset life cycle, from pre-feasibility and business case preparation through to the operation and maintenance phases.

to support excellence in the planning, design, construction, management and delivery of transportation systems, including roads and highways, rail, tunnels, bridges and structures, airports and ports.

For more information contact us at tel: +27 12 427 2000 or email: [email protected]

Expertise:

Rebuilding war-torn Angola

The new Cunene Bridge is currently the longest

bridge in Angola, and lies on the major arterial road

linking the main cities of Lubango and Ondjiva in

south-western Angola. It replaces a host of tempo-

rary structures used to span the Cunene River after the origi-

nal permanent structure was destroyed early in the Angolan

conflict. Aurecon provided the design and preparation of bid

documents, as well as site supervision, in joint venture, for

the new bridge.

The bridge is 900 m long, with additional approaches and

drainage structures spanning the Cunene River. Aurecon’s

BRIDGE BUILDING

expert project planning resulted in the successful delivery

of the bridge despite the project presenting a number of

logistical and natural challenges. These included the pres-

ence of landmines, floods, the width of the river, shortage of

skilled labour, difficulty acquiring building materials due to the

distance from commercial centres, lack of good aggregates,

long supply lead times, challenging importation procedures

and border delays. The new bridge stands proud in the

mighty Cunene River, both serving its commercial purpose

and functioning as a source of pride and achievement for

Angolan nationals in the region.


The new and the old Cunene Bridge

24/7 Parts: +27 76 815 108524/7 Services/Workshop: +27 82 077 0793

www.hpeafrica.co.za

[email protected]

[email protected]: 086 022 7309

Working together to achieve specialised results.

HPE Africa has a proud reputation in supplying world-leading earth moving equipment and uncompromised service to its partners.

the demolition of the Nellmapius Bridge spanning the N1 freeway to allow limited capacity for the expansion of the freeway.

successfully and ahead of schedule.

HPE Africa & Jet Demolition, together we can move the world.

Nellmapius bridge demolition

HPE AFRICA and

JET DEMOLITIONworking together


As Africa opens up to intraregional trade and

socioeconomic development, infrastructure

becomes a key issue. Largely neglected for

some time, all major road, rail, harbour and

airport infrastructures will need to be upgraded and mod-

ernised so that Africa can compete on an equal footing with

the rest of the world. Efficiency and productivity is what it is

all about.

Some bridges were built in the 50s and designed for the

known and foreseeable transport technologies at that time,

and may not have been properly maintained, and they are

unable to bear the 56 t loads of today’s modern interlinks

and will need to be demolished and rebuilt. The challenge

though is to keep traffic flowing while this is being done.

South Africa, in upgrading its Gauteng freeway system,

needed to demolish three bridges, one of which was the

Nellmapius Bridge crossing the busy N1 near Pretoria.

Mechanical demolitionThe intricacy of the demolition process is determined by

the size and complexity of each project. For the times

when explosive demolition is not appropriate, mechanical

methods are applied. Small-scale demolition projects involv-

ing low-rise structures can be carried out using ordinary

methods, machinery and equipment. Larger structures and

complex projects require more extensive planning as well as

specialised procedures, equipment and machinery.

The Nellmapius Bridge demolitionLed by Joe Brinkmann Pr Eng, managing director of Jet

Demolition, the Nellmapius Bridge project was approached

with an enthusiastic, carefully planned and calculated deter-

mination to deliver the project within the tight time limitations

and without any problems.

As Brinkman explains: “The project was particularly chal-

lenging. The bridge had no on- and off-ramps for traffic to

be diverted to and, as a result, the task of demolishing more

than 2 000 t of concrete had to be undertaken within one

meter of flowing traffic. In order to reduce the risks involved

and ensure minimal disruptions to traffic, the demolition work

was undertaken late at night.”

As a precaution, chip screens were erected in order to

prevent debris from affecting traffic on the road. Brinkmann

adds that a thick layer of milled tarmac was placed on the

road to serve as an impact cushion, to ensure that the high-

way was not damaged by the broken concrete falling from

the bridge, more than six metres above the road surface. He

notes that the heavy-duty equipment used by Jet Demolition

on-site and supplied by High Power Equipment (HPE)

included two Hyundai HL770 wheel loaders, each with an

operating weight of 23 t; three R360LC-7 excavators, each

with an operating weight of 36 t; three R210LC-7 excavators,

with an operating weight of 22 t each, and two R500LC-7

excavators, each with an operating weight of 50 t.

The excavators were fitted with quick couplers, which ena-

bled specialised attachments such as hammers, buckets,

crushers, pulverisers and shears to be used for demoli-

tion purposes. “HPE Africa’s range of Hyundai equipment

has once again proven to be highly efficient and reliable,

which ensured that the Jet Demolition team was able to

complete the challenging project successfully and ahead

of schedule, within 11 hours over a two-night period,” he

explains. Brinkmann identifies overall teamwork as the driv-

ing force behind the success of all three of the required

bridge demolitions.

Part of the teamHPE Africa managing director Alan Grady points out that

the relationship between Jet Demolition and HPE Africa

goes back 17 years. As he explains: “Jet Demolition has

always supported HPE Africa with their purchases, as the

Hyundai equipment has been tried-and-tested in the harsh

environments that the company operates in. The working

relationship is a very strong one. Jet Demolition takes good

care of the equipment, and this ensures that the machinery

is trouble-free and reliable.”

COLLATERAL DAMAGE The unfortunate but necessary demolition of the Nellmapius Bridge near Pretoria

BRIDGE DEMOLITIONS

Making way for the newDemolishing a bridge needs careful planning and the right approach.


Yes, you can have your BEE cake and eat it

COMPLIANCE

customers procurement recognition of 137.5% of their

total spend, enabling them to leapfrog their competitors in

terms of BEE ratings.

Crossroads’ supply chain engineers design, adapt and

evolve bundled sets of high-quality but cost-effective

solutions. The aim is to help clients leverage competitive

advantage and have a positive impact on the bottom line

and balance sheet.

Beyond BEESo what matters most when choosing a supply chain

partner once the empowerment issue is out of the way?

A modern-day logistics solutions provider must be able to

offer you visibility, flexibility, agility and speed. The Supply

Chain Intelligence report bears testimony to this growing

realisation.

Your partner must also have the innovative culture and

the balance sheet to continually follow your needs, driv-

ing the kind of efficiency and effectiveness in your supply

chain that makes you more competitive.

“Our solutions dramatically improve operating costs,”

says Crossroads CEO Gerhard van der Horst. “Write-offs

of obsolete stock and inventory holding costs can be

reduced. The overall cost of distribution can also be cut.

Downtime is minimised. The depreciation costs of supply

chain assets are eliminated and the capital associated

with these assets is recovered to be deployed elsewhere.”

Only a comprehensive audit – either performed internally

or tasked to professional supply chain engineers – can

truly determine where savings can be generated and effi-

ciencies increased, and capital recovered.

“And contrary to the fear that outsourced solutions come

with a loss of control, we find that our visibility systems

often place logistics managers in positions of greater

visibility,” says Ken Light, head of the newly established

Business development unit at Crossroads. “Our supply

chain experts become a virtual extension of our clients’

team, seeking to continually optimise the supply chain.”

While it’s clear that the fully optimised supply chain

is increasingly a factor of competitive advantage, the

business environment continues to change at pace.

Strategically partnering with a logistics expert enables

organisations to realise the full potential of supply chain

value on an ongoing basis. The BEE points are just the

cherry on the top. Anyone not getting their full allocation is

missing the boat, and may well be missing out on supply

chain advantage as well.

But simply checking scorecards doesn’t give you competitive advantage. But simply checking scorecards doesn’t give you competitive advantage.

Between 10% and 20% of many organisa-

tions’ total costs can be attributed to logistics

(inbound and outbound), 50% of which comes

down to transportation. If you’re intent on

improving your BEE procurement score, transportation is

one of the first places you need to look.

But when considering third-party service providers,

you can’t base

your evaluation

on procurement

points alone.

You need to

ask yourself

whether your

prospective partner can increase your service levels, lower

your costs and grow with your business. And the time to

compromise between value and transformation is well and

truly over.

Transporters who can’t deliver at Level 4 as BBBEE

Value-Adding suppliers shouldn’t even be up for consider-

ation. If one really looks there are some real gems around.

Crossroads, South Africa’s first logistics company to be

certified with Level 3 BBBEE Value-Adding supplier status,

has one of Southern Africa’s most impressive distribution

networks. This is a major component of the company’s

ability to offer flexible, cost-effective solutions, reducing

lead times and increasing responsiveness.

At the same time, Crossroads’ status guarantees its

FROM LEFT Dr Malesela Motlatla (chairman of Crossroads), Dr Anna Mokgokong (group executive chairperson) and Mr Joe Madungandaba (group CEO of Community Investment Holdings)

Improve your BEE procurement score by looking at your transport needs

BEE


Supply chain value eluding you?Problem solved.

Economic cycles are increasingly unpredictable. Demand cycles

are in a constant state of flux. The goal posts are continually shifting

as pressure intensifies on supply chains around the world. This rapidly

changing environment demands visibility and flexibility, agility and speed.

Our solutions can help you create competitive advantage. As a specialist

logistics services provider, Crossroads has the network, the experience

and the capabilities to reduce your lead times, increase your reactivity

and continually improve your supply chain.

For more info please call us on 0860 99 9940 or go to crossroads.co.za

T00

677

CROSSROADSAgile Minds Flexible Solutions

Transportation Management | Broking | Dedicated Contract Carriage | Short Haul | Less-than-Truckload Distribution | Courier / Express Parcel | Shared & Dedicated Warehousing

BEE

Flex your fleet SLICING THE CAKE

As the world enters a new period of economic instability, a fl exible As the world enters a new period of economic instability, a fl exible transport strategy will cut costs and increase fl eet productivity.transport strategy will cut costs and increase fl eet productivity.

dedicated fleets in precarious times. But with the volatile

downside comes periods of restocking and recovery, and

it is important in these times for clients to deliver every last

order – on time, every time.

Cargo Carriers has one of South Africa’s largest and most

reliable subcontractor fleet, trained to meet Cargo Carriers’

high standards. They ‘flex the fleet’, keeping the supply chain

running smoothly, giving clients low risk and high levels of

responsiveness.

The steel industry is a good example of the validity of a flex-

ible fleet used by Cargo Carriers. The subcontractors utilised

in the flexible fleet are a number of smaller, black-owned

logistics businesses, often comprising no more than one

man and his truck – but they are businessmen and drivers of

the highest order.

Setting subcontractor standardsAll subcontractors are rigorously inspected, trained and kitted

with the tools and expertise to match the high standards set

by Cargo Carriers. Vehicles are all given a 100-point check

and are fitted with a Cargo Carriers’ trailer that matches the

industry being serviced.

With all this in place, there are over 40 subcontractors in

reserve, trained and ready to take on the excess loads of

Cargo Carriers’ clients.

“Of course the subcontractors have other business,”

says Andre Jansen van Vuuren, marketing director at

Cargo Carriers. “But we try to ensure that we create stra-

tegic partnerships with the best ones, and look to give

them repeat business. The ability to scale a fleet up and

down is becoming a differentiator in a time where every

cent counts.”

He adds: “Our flexible fleet and experience are key to the

success of our partner-clients in the steel supply chain as

the industry undergoes restructuring and world supply cycles

challenge our integrity.”

Cargo Carriers, having capabilities in mining, sugar, pow-

ders, chemicals and other industries, will have the flexible

solution many businesses need.

Who would have thought that the United States

would have its credit rating downgraded?

Or that emerging markets would have the

upper-hand in the world economy? The world

faces what many economists say is a double-dip recession

as major economic powerhouses struggle to find their feet.

It would be unwise to assume South Africa, a promi-

nent member of BRICS (Brazil, Russia, India, China and

South Africa), will not be affected by the United States and

European Union’s current economic decline.

“In the long run, a weak currency will be bad for South

Africa,” said head of Treasury’s Strategic Research at

Nedbank Capital, Ian Cruikshanks (Mail & Guardian). “There

may be a short-term benefit on things such as exports, but

over time these will be eaten up by inflation.”

Businesses are

scrambling to turn

fixed costs into vari-

able costs, selling off

non-core assets in an

effort to ensure capital

is available and spent

on core activities. This is especially true in volatile markets.

In many industries transportation is a large portion of the

cost budget, more so as the price of fuel continues to rise.

But many people overlook the amount of capital utilised by

supply chain assets, and owning these assets in times of

high volatility increases risk substantially.

Businesses can no longer count on stable supply and

demand patterns anymore with a possible double-dip reces-

sion on the horizon. It is increasingly important for them to

have a transport solution that can adapt in size and location,

and that eliminates risk and wastage.

Cargo Carriers, one of South Africa’s larger logistics service

providers, has recognised the changing economic climate

and offers a more flexible solution.

When demand is at a moderate-to-low level, a core fleet,

which Cargo Carriers provides, handles transportation with

little-to-none of the waste or risk that comes with fully

Many people overlook the amount of capital used by supply chain assets


FREIGHT RAIL


The wheels of government do turn, albeit slowly

in some instances. Nonetheless Africa’s leaders

attending the African Union Summit in Kampala

in 2010 observed that intra-Africa trade is being

hampered by, among other things, infrastructure backlogs

in various parts of the region, which raises the cost of

doing business and stifles economic growth, and does

nothing to eradicate poverty.

This, extended to the inadequacies and inefficiencies

of Africa’s road, rail and port systems, is a problem. The

African National Congress (ANC), South Africa’s govern-

ment of the day, stated in its March 2012 Policy discussion

document that almost half of South Africa’s rail network is

being neglected or has low levels of activity.

The government has planned to spend R19.5 billion a

year for the next four years to upgrade the rail network and

ports. In all, R300 billion will be spent on Transnet, of which

R200 billion will be spent on Transnet Freight Rail (TFR),

including engines and rolling stock.

Even so, there is so much that one can achieve with

spending of this magnitude, which has forced TFR to

take a pragmatic approach in planning its future strategy.

Added to the financial constraints

and infrastructural issues, the criti-

cal shortage of skills is a signifi-

cant challenge for the development

of identified transport corridors. It is

because of this that most govern-

ment construction teams are focused

on maintenance work rather than

the rehabilitation of existing and the

construction of new railway lines.

Where rehabilitation and construction

is happening, private companies are

used. And while South African com-

panies are active across the region,

the construction space in the railway

sector is dominated by the Chinese.

South Africa’s Minister of Transport,

Sibusiso Ndebele, opening the 2012

Freight Intra-Africa Conference,

which was held at CSIR International

Convention Centre in Pretoria at the

end of March, pointed out that in

Back to rail

RESTORING CONFIDENCE

With the realisation that transport infrastructure is a critical necessity for economic growth, sub-Saharan Africa is awakening from its post-colonialist and post-totalitarian past, to a new dawn. Pictures by Col. Andre Kritzinger

COO Mlamuli Buthelezi

Thoughtful and pragmatic with a balanced

decisiveness, Mlamuli Buthelezi, Transnet

Freight Rail (TFR’s) chief operations

offi cer, has the task of implementing

TFR’s new business strategy. A

mechanical engineer with a solid track

record, this performance-oriented team

leader is more than capable of achieving

the objectives set before him. Proactive

and focused on delivering a regular,

predictable freight rail service, he is

quite clear on what needs to be done

and is the driving force behind TFR’s

productivity improvements and service

delivery performance gains. There is little

doubt that TFR’s ‘back to rail’ strategy

will succeed with Buthelezi as the driving

force behind the company, which has an

important role in reviving the economy.

The older class 33-400 Engine

the European Union, intraregional

trade accounted for almost 80% of

their international trade, with most of

this trade truck-borne. But, in Africa,

intraregional trade accounts for a

mere 12%. Of this 95% is truck borne.

The consequent damage to road

infrastructure, on some roads, is sub-

stantial due to traffic loads being

above design capacity. In South

Africa, Ermelo is but one example

where coal deliveries to an Eskom

power station have caused exten-

sive damage to the town’s roads.

This means that getting cargo back

on rail is a critical necessity and a

national priority. And, for Africa to

unlock the economic value of intrare-

gional trade, it must elevate its vari-

ous transport modes’ infrastructure

and infrastructural efficiencies to equal those of compet-

ing international markets. Siyabonga Gama, TFR’s CEO

states that, as a business, the organisation must service

its customers differently by offering them a more reliable

and efficient service.

Predictability in rail freight is all important, especially

to the production efficiencies of its customers’ custom-

ers. To this end, TFR has been restructured, adopting a

market-driven business model. As

such, major corridors and specific

lines, as justified and requested by

large companies, will be developed.

Branch lines and other neglected

and/or abandoned lines will be pri-

vatised (as discussed in this publi-

cation’s Feb/Mar 2012 issue). As to

TFR’s previous organisational struc-

ture of three geographical centric

operating regions, each with a gen-

eral manager, these were problem-

atic in that different types of goods

crossed regional boundaries. This

caused communication and manage-

ment problems for customers and

their supply chains as there was no

single line of TFR management accountability. The solu-

tion to this problem was to create business units within

TFR that would focus on specific goods categories. And,

as was recently announced by Gama, TFR has now been

reorganised into seven business units. These are:

Coal Coal, South Africa’s ‘black gold’, is a vital export com-

modity, generating billions in foreign exchange earnings.

TFR’s coal business unit starts in Mpumalanga at 44 coal-

rich mines. The 580-km line descends from the Highveld

through rural KwaZulu-Natal and terminates at Richards

Bay. The double line is bi-directionally signalled and fully

electrified. Two 100-wagon trains are coupled to form one

200-wagon train at Ermelo, typically using CCL-type wag-

ons. These trains stretch 2.5 km and are loaded to 20 800

gross tonnes.

Planned extensions to the Lephalale coal fields will take

place as mines develop and come on stream.

Fuzile Magwa, based in Ogies, is the general manager

of this business unit.

Mineral mining and chrome South Africa is the world’s largest integrated ferrochrome

producing country. Up to 80% of the world’s known

chrome ore reserves are in Southern Africa. Chrome is

second to gold in terms of foreign exchange earnings and

the industry is supported by backward supply chain inte-

gration. This is achieved through joint ventures between

ferrochrome producers and stainless steel producers

abroad, which guarantee supply agreements.

TFR is committed to serving the ferroalloy industry, con-

veying primarily ferrochrome as well as chrome ore for

use mainly in the chemical industry for export. Bulk raw

materials, such as metallurgical-grade chrome ore, are

transported from the mines at the eastern and western

chrome ore belts to the strategically located ferroalloy

beneficiation plants at Rustenburg, Witbank, Middelburg,

Lydenburg and Steelpoort.

The processed product (ferrochrome) is railed from

beneficiation plants to stockpile facilities at the Port of

Richards Bay prior to export.

Nozipho Mdawe, based in Nelspruit, is the general man-

ager of this business unit.

FREIGHT RAIL

Transnet Freight Rail applauded

Mining giants Anglo American, BHP

Billiton and Kumba have expressed

satisfaction at the improved rail

transportation of products over the past

12 months by state operator, Transnet

Freight Rail (TFR). For example, during a

one-week period in March TFR delivered

2.2 million tonnes of ore to Saldanha,

the highest delivery yet. Three years ago,

TFR could not attain a million tonnes

in a week. Kumba Iron Ore has been

delighted with 39.1 million tonnes been

railed to port during 2011, an increase

of 7% over the year before. TFR recently

delivered to Richards Bay 1.65 million

tonnes of coal during a single week. This

translates to the potential movement of

80 or more million tonnes per annum.

TOP The CCL-8 Side B wagon used for transporting coal

BELOW The NAY-9 Side A Type 1 wagon used to transport ore



Iron ore and manganese South Africa’s port operator, Transnet Port Terminals

(TPT), has confirmed, in conjunction with TFR, that it will

relocate the current export manganese facility from Port

Elizabeth to a new two-berth facility at the Port of Ngqura

(Coega) by 2015/16, which it says will also facilitate an

expansion of South Africa’s manganese export capacity.

The project is expected to increase manganese export

volumes from the current 5.5 million tonnes a year to

12 million tonnes by 2016/17 and forms part of Transnet’s

R300 billion investment programme for the coming seven

years, with R33 billion set aside for the expansion and

improvement of TPT’s bulk and container terminals. TFR

also announced that it would direct all future manganese

exports through the new R10-billion Port of Ngqura. Lloyd

Tobias, based in Cape Town, is the general manager of

this business unit.

Agriculture, bulk liquids and chemicals TFR is a major transporter of grain commodities in

Southern Africa, including domestic, imported and export-

ed grain commodities. Imports are channelled through

the ports of Durban, Port Elizabeth, East London and

Cape Town. Exports are channelled through Durban and

the East London’s grain elevators. About 80% of South

Africa’s grain transport is handled by rail, which are fixed

schedule trains, along fixed corridors.

In serving the chemical industry, TFR offers special-

ised logistical services and is a major player. Dedicated

chemical freight trains run on a regular schedule, with the

service determined by the cost-efficiency of the specific

freight logistics solution. For example, bulk liquid trains

run from Sasol in Secunda to the Port of Richards Bay

five times a week and from Secunda to the Port of Durban

twice a week. A butadiene gas train runs from the Port of

Richards Bay to Newcastle once a week.

A variety of wagons are used to transport chemical prod-

ucts, including open wagons, flat trucks and tankers that

are highly specialised to transport hazardous and non-

hazardous commodities.

Ulrico Davids, based in Sentrarand, is the general man-

ager of this business unit.

Container and automotive cargo In the container and automotive segment, primary cus-

tomers are the original equipment manufacturers (OEMs)

in the automotive industry, as well as the main vehicle

distribution/ferry companies. Completely Knocked Down

Parts are transported in containers and Completely Built

Up units are transported in specialised car wagons.

TFR’s logistics solutions are directed at eventually

managing the entire supply chain, taking ownership

of the vehicle from the production line to delivery at

the dealership.

The containerised freight market in South Africa is

divided into three categories:

• Import traffic: the management of containers that enter

through a South African port with a domestic or over

border destination.

• Export traffic: the management of containers leaving

South Africa through our ports.

FREIGHT RAIL

• Domestic traffic: the management of containers trans-

ported within and over our borders.

There are six major inland terminals and nineteen satellite

depots that are strategically located to link with the ports

in South Africa. Each terminal, with its satellites depots

handle containers, cars and bulk traffic. These are:

• Johannesburg’s City Deep (Eastcon, Kazcon)

• Belcon (Saldanha, Ashton, Dalcon)

• Deal Party (East London, George)

• Pretcon (Phalaborwa, Witbank, Pietersburg, Nelspruit,

Piet Retief)

• Bayhead (Newcastle)

• Bloemfontein (Kimberly, Maseru, De Aar, Kroonstad,

Kakamas, Bethlehem).

FROM TOP The XS-10 Side A wagon used to transport bulk chemicals

The ST-8 Side B Type 2 wagon used to transport timber

The SC-4 Side A Type 2 wagon used to transport cars

Themba Gwala, based in Durban, is the general manager

of this business unit.

Steel and cement TFR is a major transporter of inbound and outbound traffic

in steel, linking mines to the plants by a rail network that

ensures raw materials arrives on time and healthy stockpile

levels are maintained. A fleet of specialised wagons supports

the steel industry in transporting finished products safely and

to customer’s orders. Between 80 and 100 road freight truck

loads can be converted to one train load, reducing carbon

emissions significantly. As the green agenda translates into

law and is enforced, transporting by rail will be a key transport

cost reduction factor.

There are four major cement producers in South Africa,

producing in excess of 10 million tonnes per year. They com-

pete in other Southern African markets – Namibia, Swaziland,

Mozambique, Lesotho, Zimbabwe and Botswana, for exam-

ple. Production capacity in the industry is constantly being

upgraded to handle the demand for higher quality product.

Several types of wagons are employed in this industry. These

include open wagons for bulk raw materials, specialised

open wagons for palletised bagged cement, the DKJ series

and DZ series, a tanker fleet, the XB series, for bulk cement,

fly ash, slagment and lime and BAD and DJ series for

inbound raw materials. Ravi Nairis, based in Isando, is the

general manager of this business unit.

International business Through its railway operations TFR aims to become a sig-

nificant regional player in the provision of freight logistics

solutions to its customers on the African continent and

beyond. This business unit is responsible for all freight

rail activities outside South Africa. Nyameka Madikizela,

based in Johannesburg, is the executive manager of this

business unit.

In conclusionUnder the strategic guidance of Gama, the operational

implementation of the strategy by COO Mlamuli Buthelezi,

right down to the ordinary railway worker, and with the con-

fidence of the Minister of Transport, TFR’s key objective to

transform itself into an efficient, cost-effective transporter

of goods is well on track.

Note: For contact details, visit TFR’s web site at http://www.spoor-

net.co.za/Website/contact_us.html

Privatisation of branch linesTransnet Freight Rail (TFR) offers concession opportunities for private rail operators

on approximately 7 300 route kilometres of branch lines situated at locations across

South Africa. About 4 000 km of these branch lines are currently operational, while the

remainder are closed lines.

Some branch line opportunities include options for adjacent property leases. All branch

lines will remain in Transnet’s ownership and are feeder lines to the country’s core railway

network which is owned and operated by TFR. Interested parties are invited to register

their interest in operating any of these branch lines with Transnet. The Registration of

Interest (ROI) is non-binding and is not a pre-qualifying or competitive process. Each

application will be considered on merit.

Further information on branch lines, the concessioning process and the terms and conditions of ROIs may be requested from: [email protected]

Komatipoort

Wonderfontein

Belfast Machadodorp

KaapmuidenBlackhill

Hoedspruit

Groenbult

Phalaborwa

Musina

Graskop

Steelpoort

Roossenekal

Carolina

Lephalale

Thabazimbi

Northam

Pendoring

Atlanta

Hotazel

Veertienstrome

Makwassie

Ottosdal

Vermaas

Pudimoe

Mafikeng

Lichtenburg

Coligny

Welverdiend

Rietvallei

Danskraal

Glencoe

Palmford

Hamelfontein

Trichard

Welgedag

Geluksplaas

Emp

Nkwaleni

Potchefstroom

Cape Town

De Aar

Bredasdorp

Riversdal Klipplaat

Voorbaai

Kraaifontein

Kalbaskraal

Beaconsfield

Belmont

Douglas

Noupoort

Springfontein

Cookhouse

Blaney

Port Shepstone

Kaserne

STQ

Zesfontein

Olifantsfontein

GermistonLanglaagte

Kaalfontein

Colesdam Aurum Withok

Bitterfontein

East London

Randfontein

Bultfontein

Maseru

Upingtonp

Bellville

Worcester

Kimberley

Klerksdorp

Bloemfontein

Kroonstad

Bethlehem

New Castle

Durban

Durban Harbour

Natalspruit

Isando

Springs

Krugersdorp

Pretoria

Capital Park

Rustenburg

Polokwane

NelspruitWitbank

Ermelo

Vryheid

Richards Bay

Salhanha

Pyramid South

Ogies

PMB

Port Elizabeth

Vereeniging

AREA ALLOCATION TO BUSINESS UNITSCoal Business

Agriculture and Bulk Liquids

Iron Ore and Manganese

Mineral Mining and Chrome

Steel and Cement

Containers and Automotive

CLOCKWISE FROM TOP

The DZ-8 Side A Type 2 wagon used to transport cement

MAP Areas allocated to BUs

The newer class 39-200 engine


FREIGHT RAIL

25 - 29 June 2012Johannesburg, South Africa

Join us at Africa Rail and the Africa Ports and Harbours Show – a unique conference designed to assist port operators, rail operators, end users, investors and government to attract investment and obtain valuable insight into financing mechanisms that are driving investment.

Learn from leaders in the rail sector including:Mr. Malusi Gigaba, Minister, Ministry of Public Enterprises, South AfricaBrian Molefe, Group CEO, Transnet, South AfricaHon. Jeremy Cronin, Deputy Minister, Ministry of Transport, South AfricaTsietsi Mokhele, CEO, SAMSA, South Africa Hon Jeremy Cronin, Deputy Minister, Department of Transport South Africa Karl Socikwa, CEO, Transnet Port Terminals, South Africa

Scan the above QR pattern with the camera on your smartphone to register at the special offer price.

Register now to secure your place.

2012

spon

sors

www.terrapinn.com/africarail www.terrapinn.com/ports

Africa’s largest transport show


SWAZILAND RAIL

At the bottom of the Ngwenya Mountain, the

1 067 mm-gauge Swaziland Railway was built

back in the early 60s. The small Southern African

country was still a British protectorate. Initially

owned by a consortium including Anglo American, which

handed it over in phases to the government, the then 217 km

long railway’s construction contract was let in May 1962 to

RMR Contractors, comprising Roberts Construction, Murray

and Stewart, and Rand Earthworks. Plate-laying began in

March 1963 and on 5 November 1964, the new railway route

was officially opened by the Ngwenyama (or ‘lion of his peo-

ple’) King Sobhuza II and the British Ambassador to South

Africa (the Kingdom gained independence from the United

Kingdom in early September 1968). Swaziland Railway was

established for the sole purpose of transporting a single

commodity: iron ore, headed for Japan. The original contract

was for 12 Mt of ore over a 10-year period, which was later

increased to 20Mt to be delivered by 1975, and a further

7.3 Mt of lower-grade ore to be completed by 1978.

Swaziland Railway was concessioned to Mozambique

Railways – CFM – from its inception up to 1978. Following

the independence of Mozambique in 1974, an exchange

yard was built at Siweni, enabling Swaziland Railway to

take over all its operations and a batch of aged class 14R

steam locomotives was leased from the former South African

Railways to work train services during the transition. During

the same period, the Swaziland Railway was administered

by management teams seconded in turn from Rhodesia

(now Zimbabwe) Railways, Canadian National Railways and

South African Railways. The transition period was marked by

a decline in traffic and revenue due to problems experienced

by CFM and the port of Maputo, which prompted Swaziland

to look for alternative routes. Plans were then made to access

Durban and the South African hinterland and a new 90 km

line from Phuzumoya to Golela was built and commissioned

on 1 November 1978.

Linking north and southFollowing this development, it was decided to further connect

the Golela/Phuzumoya line to Komatipoort, therefore provid-

ing a North-South link through Swaziland. This Northern Line,

as it is commonly called, was commissioned on 14 February

1986 and enables traffic from northern territories – such as

South Africa, Zimbabwe, Zambia and Democratic Republic

of Congo – to flow to and from the large KwaZulu-Natal ports

of Richard’s Bay and Durban. During the early 90s, Swaziland

Railway, which did not normally carry passenger traffic, was a

major player in the repatriation of Mozambican refugees who

had sought asylum in Swaziland during their country’s civil

war. No passengers had previously been conveyed, other

than those riding the steam trains which, until recently, were

utilised for pleasure excursions and regional steam safaris for

an overseas enthusiasts’ market.

Swaziland Railway moves a wide diversity of traffic. This

has embraced Swaziland’s export commodities of sugar,

coal, canned fruit, wool pulp and timber, as well as imported

goods such as petroleum products and general goods. The

railway also operates a state-of-the-art dry port at Matsapha,

Rail developments get go-ahead John Batwell takes a closer look at these land transport developments.

Railway siding at Matsapha in Swaziland

FREIGHT RAIL


which is a satellite port for Durban port. The 301 km continu-

ously welded network is on concrete sleepers. The network

extends east from Matsapha Industrial Site to Phuzumoya

where it connects with the northern rail link to access the

ports of Durban and Richards Bay. As mentioned, the

Mananga link to the north provides access to northern SADC

countries. Part of the original iron ore line as far as Ka Dake in

the north-west is now disused – some 70 km in all.

In 2012, Swaziland Railways is experiencing a new era

of development in terms of land transportation within the

region. As from late January this year, iron ore from the

recently reopened Ngwenya Mine was to be transported by

rail to reduce road damage. Indian mining firm, Salgaocar,

reopened the mine during 2011. Swaziland Railway CEO,

Gideon Mahlalela, said late last year that there would be

very minimal transfers made through the Mpaka road, a

development expected to ease the much-publicised negative

comments regarding road damages that might be caused by

the over 200 trucks that would transport iron ore to Mpaka

and then on to Maputo in Mozambique, respectively. At that

time Mahlalela said the Swaziland Railway management was

considering whether it would use Sidvokodvo or Matsapha

railway stations for this purpose.

This arrangement was made because it would have been

very expensive to create a new railway line to Ngwenya as

Swaziland Railway would have been unable to recoup the

costs in five to seven years. The iron-ore mine at Ngwenya,

near the Oshoek border gate with South Africa, ceased pro-

duction in 1979. As mentioned, originally the ore for export

was moved by rail to Mozambique’s coast and the bulk of

a 15-year period of transportation of the commodity was

undertaken from the railhead, Ka Dake, by miscellaneous

CFM steam locomotive classes.

The cost of progressAnother 2012 development right on the heels of ore going

by rail once again is a new R17 billion project embracing a

rail link between Lothair in Mpumalanga and Sidvokodvo,

announced during a first sod-turning ceremony in January.

Transnet Freight Rail is looking to use the link, due for com-

pletion in 2016, to move 15 Mt of traffic to Richards Bay and,

in so doing, free up the capacity on the coal corridor through

KwaZulu-Natal. Swaziland will pick up R5 billion of the cost.

Detailed engineering for the project, which has received

strong backing from the South African and Swaziland gov-

ernments, still has to be completed, and environmental

approvals obtained. In addition, land will have to be acquired,

while some resettlements are also possible. However, South

Africa’s Public Enterprises Minister, Malusi Gigaba, and

Public Works and Transport Minister, Ntuthuko Dlamini, have

made a public commitment to doing all in their power to

ensure that these issues are dealt with expeditiously. “We

are determined to drive this project hard to ensure its speedy

implementation as it will create jobs on both sides and, on

the South African side, it will further enable the unlocking of

the long-awaited Waterberg coal line,” Gigaba said. Transnet

Freight Rail (TFR) COO, Mlamuli Buthelezi, has indicated

that, besides the Lothair-Sidvokodvo link, which could involve

capital of around R7.3 billion, Transnet would also need

to upgrade and strengthen other networks in South Africa,

Swaziland and Mozambique. These associated projects

include the upgrade of the 108 km Davel-Lothair line at an

estimated cost of R2.2 billion, strengthening the 345 km

Sidvokodvo-Richards Bay line (R4.6 billion) and upgrading

the 154 km Phuzumoya-Maputo line, which could involve

capital of around R1.8 billion. Molefe stressed that the final

capital budget still had to be determined and would be

informed by the detailed engineering studies, which would

be undertaken during the course of 2012. Environmental

approvals, as well as any land

acquisitions, were expected to be

finalised between 2012 and 2014.

Both Transnet and Swazi Rail

would seek to dip into various

finance pools to fund the devel-

opment, including development

finance resources. However, it was

unlikely that the two governments

would contribute directly, with

Molefe indicating that it should

be self-funding, as the lines would

be cash positive from the start of

operations. Dr Gideon Mahlalela

indicated that the two state-owned

companies have already received

several approaches from commer-

cial banks keen to participate. He

attributed this to the fact that the

general freight demand already

exists, which means that there

would be immediate revenue

flows.

Coal producer, Exxaro, indicated

that it would support any develop-

ment that could improve the logistical chain in the region

and, therefore, welcomed the plan to build the new railway

line. Likewise, Xstrata Coal’s Gugulethu Maqetuka said while

the group was not aware of all the details of the proposed

project, it was supportive of initiatives by Transnet to expand

export rail capacity to Richards Bay in the next few years “to

match port capacities and beyond”.

Economically sustainable?However, independent transport economist, Andrew Marsay,

commented latterly in the media that he is less optimistic

about the economics of the project. He said he doubted

whether the general freight line would ever prove viable on a

stand-alone basis. He acknowledges that the project could

alleviate some immediate pressures on the coal corridor,

but added that it would not solve the efficiency problems

Coal wagons lined up near Ulundi in KwaZulu-Natal

Phot

o by

C B

aker

FREIGHT RAIL

The new link to Richards Bay through Swaziland will connect Davel-Lothair via Sidvoko


on the channel, which could be attributed mainly to the fact

that there were simply too many customers to enable the line

to operate at optimal levels. This was because the volumes

at loading points were simply too low to ensure high levels

of efficiency. “Overall, therefore, this will be a lot of money

spent to very little avail. The general freight line will be a very

inefficient investment and, secondly, the whole solution is

not addressing the principle cause of the lack of efficiency

on the line,” Marsay argued. He also added that it would be

vital to develop the project in tandem to a commitment to

building a high-capacity line to the Waterberg, as it might be

possible to ensure that the constraints associated with cur-

rent operations were not repeated when that came on line.

“If at all possible, it would be preferable to have a line that

bypasses Ermelo, because a high-capacity bulk line needs

the minimum possible stops. Therefore, they might even be

shooting themselves in the foot by assuming that you have

to have the Ermelo depot,” Marsay stated.

Nevertheless, the project is attractive from a political per-

spective, particularly given that it appears to be aligned to

the aspiration of building regional railway networks that move

beyond the traditional colonial rail patterns that generally

associated a mining area with a port. Gigaba argued that

the projects could make a significant contribution towards

the realisation of the much-vaunted ‘North-South Corridor’,

which would seek to link the regional economies of s outh-

ern Africa. President Jacob Zuma is at this time the African

Union’s so-called champion of the North-South infrastructure

development corridor.

Currently envisaged in the first phase is a single, non-

electrified line, with crossing loops spaced about 40 km

apart. Therefore, the new line, which could emerge as South

Africa’s first greenfield line in more than three decades, would

be operated by diesel locomotives. TFR is in the process of

building 143 class 43-type General Electric C30-ACi diesel-

electric locomotives, of which over 50 in the production line

will be deployed on the north-to-south route in Swaziland.

The new route from Mpumalanga has been selected mainly

owing to the fact that the terrain is less ‘hostile’ than other

options contemplated. However, there will still need to be a

number of tunnels and bridges developed along the line.

Two of Transnet’s new diesel-electric engines

FREIGHT RAIL


AIR FREIGHT

Recent studies by Oxford Economics have

quantified the significant economic impact

that aviation generates across some of

the major African markets. For example,

in South Africa it is estimated that aviation directly cre-

ated 56 000 jobs (0.4% of employment) and made a

value-added contribution to the GDP of R20.1 billion

(0.8% of economy GDP) in 2009.

In addition, regional economies derive substantial

benefits from the spending of tourists who travel by

air. Including this catalytic impact and the indirect and

induced impacts of aviation activity increases the impact

of aviation on GDP in South Africa to R74.3 billion (3.1%

of GDP).

Forecasts indicate that this impact is set to grow

rapidly over the next 20 years. Passenger numbers

in Africa are expected to expand from 67.7 million in

2010 to 150.3 million in 2030, with RPK growing at

an average annual rate of 5.1%. Meanwhile, cargo

volumes are projected to rise at a similar rate of 5.2%

per annum.

Such an expansion in activity should generate sig-

nificant economic returns. Oxford Economics forecasts

that aviation’s direct contribution to GDP in Africa

will increase by 5% per annum in real terms over the

next 20 years, helping to create an additional 66 000

jobs across the region by 2030. Moreover, when also

accounting for catalytic effects in terms of increased

tourism receipts, real GDP growth is projected at 7.3%

per annum with implied job creation of 879 000.

Ensuring that aviation’s growth potential is fulfilled

will require policymakers to overcome a number of

challenges. Infrastructure investment is not as press-

ing as elsewhere, although some of the region’s

larger airports do appear to be suffering from capacity

constraints. However, skills shortages are posing a

considerable short-term obstacle to growth with a lack

of adequately trained pilots and other technical staff

Flying across Africa

being a key area for attention.

The number of jobs created directly by the air transport

industry is estimated to have reached 257 000 in 2010.

This includes:

• 113 000 people (44% of the total) work for airlines or han-

dling agents

(as flight crew,

check-in staff,

ma in tenance

crew, reserva-

tions and head

office staff, for

example).

• 21 000 people

(8.5%) work

directly for air-

port operators

(such as air-

port manage-

ment, mainte-

nance, security and operations), while 104 000 (40%)

work on site at airports for government agencies such

as customs and security, or provides services in retail

outlets, restaurants, hotels, etc.

• 19 000 people (7.5%) are employed in the civil aero-

space sector (manufacture of aircraft systems, compo-

nents, airframes and engines).

In total – direct, indirect and induced impacts – air trans-

port supports 688 000 jobs and over $US21 billion (R160.7

billion) to African GDP.

In addition, there are nearly six million jobs supported

through the catalytic impacts of travel and tourism.

Worldwide, Africa represents 12% of the total jobs and

3% of the GDP generated by the air transport industry,

including the catalytic impacts.

Acknowledgement: Printed with kind permission from the

International Air Transport Association (IATA)

EMERGING MARKETS

Air transport supports 6.7 million jobs and generates $US67.8 billion (R518.8 billion) in GDP in Africa. In the 2010 to 2015 period, a 6.1% projected annual growth rate in international traffi c has been forecast.

Forecasts indicate that aviation in Africa is set to grow rapidly over the next 20 years

23 - 26 July 2012Johannesburg, South Africa

Now in its 4th year, Aviation Outlook Africa is a unique opportunity for the African airline industry to meet up and network with the leaders in international and African aviation.

Learn from leaders in the aviation sector including:

Fathi Atti, Head of Government Affairs, Etihad AirwaysShashank Nigam, CEO, SimpliFlying, SingaporeMekonnen Solomon, Routes Development Director, Ethiopian Airlines

2012

spon

sors

Opportunity and strategy for airlines, airports and investors

Scan the above QR pattern with the camera on your smartphone to register at the special offer price. Quote voucher code Ad4.

Register now to secure your place.

www.terrapinn.com/aviationafrica


HEALTH & SAFETY

North Star Alliance, the main contractor, will run

29 sites, while the Walvis Bay Corridor Group

(WBCG) will run three sites, with North Star’s

assistance in running one of the three. The first

phase of the project requires the establishment of six mobile

clinics by the end of the first quarter of 2012. Then by the end

of the second quarter, seven more sites will be established.

This will be followed by another eight by the end of 2012.

The WBCG will establish two in Namibia and one in Zambia

by the end of the first quarter of 2012. Only three coun-

tries, Swaziland, Zambia and Namibia,

have signed memoranda of understanding

(MOUs) with SADC for the establishment of

the mobile clinics. There is an urgent need

for the outstanding MOUs to be signed,

since it will not be possible to establish and

manage the sites without them.

Progress to dateMaromi Health Research, based in KwaZulu-

Natal, was contracted to assess the 32

border sites. Seventeen sites were assessed

in Maromi’s first phase. These included

Beitbridge, two in Chirundu, Maseru,

Ladybrand, Machipanda, Forbes, Oshikango,

Wenela, Sesheke, Tlokweng, Zeerust, Maputsoe, Ficksburg,

Kazungula, Livingstone and Victoria Falls. The sites were

chosen for logistics reasons, that is, they were more easily

accessible from Durban than some of the sites in Tanzania,

DRC, Mozambique and others.

The purpose of the assessment was to gain an understand-

ing of the capabilities of existing health structures, identify hot

spots, assess road and transport infrastructure, assess the

accessibility to the communities to be serviced and to assess

what other services exist in the area. The findings are:

• mobile clinics were welcomed by the proposed clientele

• the mobile clinics could become fixtures in the future

• border sites did not have adequate health or ambulance

services

• condoms were not available

• there was a need for collaboration between authorities and

North Star

• the clinics should focus on primary health care rather

than Aids

• they were good for truck drivers because the drivers could

not access the local clinics

• they were also good for sex workers

SADC global fund HIV/Aids project

• the roads were generally good, but there could be prob-

lems during the rainy season.

At the time of this report, Maromi was assessing the remain-

ing 12 North Star sites.

Two pre-bid meetings had been held for potential bidders

supplying the mobile clinics.

At the Project Steering Committee meeting (FESARTA

being a member) on 24 January, it was agreed that the

specifications for the vehicles might not have been suitable

for some of the roads in the rainy season. From the assess-

ments, four sites required 4x4s, one

site could require a 4x4, eight sites had

no requirement for 4x4s and there was

no information for the remaining sites.

Further information on road conditions

was requested from Maromi. Three

bids for the supply of the mobile clin-

ics have been submitted and are being

adjudicated (at the time of this report).

The first eight clinics, North Star (6)

and WBCG (2), are to be delivered by

end of June.

FESARTA will assist Maromi with

information it may need on trans-

port matters in the different coun-

tries. FESARTA has requested NRTAs

(National Road Traffic Associations)

to be proactive in assisting with the

project, and Maromi in particular. As the road transport

industry throughout the region is to benefit, the assistance

of the NRTAs and their input is critical to the success of

the project.

FESARTA

The Global Fund for HIV/Aids is to establish 32 mobile clinics at border sites across the SADC region. These clinics will serve corridor traffi c and communities within a 50 km radius of each site. BY BARNEY CURTIS

The sites include• Angola Namakunde

• Botswana Kazungula and Tlokweng

• DRC Kasumbalesa and Lubumbashi

• Lesotho Maputsoe and Maseru

• Malawi Mchinji, Mwanza and

Izumbwe-Mphoi

• Mozambique Machipanda,

Namaacha and Zobue

• Namibia Oshikango and Wenela

• South Africa Ficksburg, Ladybrand,

Oshoek an d Zeerust

• Swaziland Ngwenya and Lomahasha

• Tanzania Mbeya NRTAs and Tunduma

• Zambia Chirundu, Mwami,

Livingstone, Nakonde and Sesheke

• Zimbabwe Beitbridge, Chirundu,

Forbes and Victoria Falls

BELOW LEFT A roadside wellness centre

BELOW Inside the ropadside wellness centre Photo by Alexander Stukenberg

Phot

o by

Ger

ard

Stee

houd

er

Flatbed trailers often carry heavy machinery

and equipment. To load these trailers, with

safety in mind, you should consider the fol-

lowing aspects:

• manufactured quality and standards

• overall load weight

• load weight distribution

• proper tongue/gooseneck weight

• securing the load properly.

To determine that you have loaded the trailer within its

rating, you must consider the distribution of weight, as

well as the total weight of the trailer and its contents.

The trailer axles carry most of the total weight of the

trailer and its contents – the gross vehicle mass. The

remainder of the total weight is carried by the tow

vehicle hitch. It is essential for safe towing that the

trailer tongue/gooseneck and tow vehicle hitch carry

the proper amount of loaded trailer weight, otherwise

the trailer can develop an undesirable sway at towing

speeds, or the rear of the towing

vehicle can be overloaded.

The load distribution must be such

that no component part of the trailer

is loaded beyond its rating. This

means that you must consider the

rating of the tires, wheels and axles.

For tandem- and triple-axle trailers,

you must make sure that the front-to-

rear load distribution does not result

in the overloading of any axle.

Towing stability also depends on

keeping the centre of gravity as low

as possible. Load heavy items on

the floor and over the axles. When

loading additional items, be sure to

maintain even side-to-side weight

Life and limb in the balance

distribution and proper tongue weight. The total weight

of the trailer and its contents must never exceed the

total weight rating of the trailer’s gross vehicle weight

rating (GVWR).

Couple the trailer to the tow vehicle before loading. This

is essential for the bumper pull trailer because the tongue

of a bumper pull trailer can rise during loading, before

the cargo is properly distributed. To measure the tongue/

gooseneck weight, you will have to uncouple the trailer

after it is loaded.

Load the cargo onto the trailer with approximately 60%

of the cargo in the front half of the

trailer. Secure the cargo to the trailer

using appropriate straps, chains and

tensioning devices. Since the trailer

‘ride’ can be bumpy and rough, you

must secure your cargo so that it

does not shift while the trailer is

being towed.

ABOVE LEFT A roadside wellness centre

Inside the ropadside wellness centre Photo by Alexander Stukenberg.tif

FLATBED TRAILER SAFETY

HEALTH & SAFETY


Many unnecessary accidents are caused by improper trailer loading. At speed, these accidents unfortunately cause the death or injury of people who were simply in the wrong place at the wrong time.

The do’s and don’t’s of flatbed trailer loading• Do not exceed the trailer’s GVWR or the gross axle weight rating.

• Do not load a trailer so that the weight on any tire exceeds its rating.

• Unsecured ramps can create a driving hazard. Secure ramps in their storage or travel position before towing

trailer.

• Damaged or loose hold downs and/or ‘D’-rings can break, allowing cargo to become loose on the trailer. Loose

cargo can shift the centre of gravity and result in loss of control of the trailer. Inspect hold downs and/or ‘D’-rings

and test them for looseness before loading cargo. Do not use a damaged or loose hold down or ‘D’-ring to

secure cargo.

• Tie down all loads with proper sized fasteners, ropes, straps, etc.

• Do not load or unload your open trailer unless it is prevented from tipping and is on fi rm and level ground – a load

could suddenly move or topple, which could result in death or serious injury.

• Loading a pivoting-deck trailer before retracting the deck catch pin can crack the catch pin, which can cause loss

of cargo or loss of control of the trailer. Before loading the trailer, retract the deck catch pin. If the deck catch pin

becomes bent, do not straighten it. Replace the deck catch pin before towing the load. Before towing the trailer,

lock the pivoting-deck in the driving position and double-check that the catch engages the hole in the pivoting

deck. An unlocked pivoting deck can result in loss of cargo or loss of control of the trailer, which can result in

death or serious injury.

• Do not transport fl ammable, explosive, poisonous or other dangerous materials on your trailer. The exception is

fuel in the tank of vehicles or equipment that is being hauled.

Phot

o co

urte

sy o

f Sha

ked

Law

Firm


TAIL END

Jaywalkers and a money-hungry government institution stress out Gauteng motorists.

Tony Tony Stone Stone

ED’S OPINION

Africa Rail 2012 35

Aurecon 25

Aviation Outlook Africa 40

Beyond Payments IBC

Cargo Carriers 22

CP Minnaar & Seun 14 & 15

Crossroads 29

Digicore IFC

Eqstra Fleet Management OFC

FAW Vehicle Manufactures OBC

HPE Africa 26

Paramount Trailers 42

SAPICS 3

Southern Mapping 38

Transnet Freight Rail: A division of Transnet Limited

Volkswagen Commercial Vehicle 20

Index to advertisers

Battle lines drawnA leading daily newspaper recently reported that

SANRAL is to push through and enforce regulations

that would make it mandatory to buy an e-tag. If true,

these regulations would also give SANRAL and its appointed

employees the right to remove your driving licence and to

impound your car if you do not buy an e-tag. However in later

reports, SANRAL sought to clarify that it is not compulsory

for road users to buy an e-tag. “Registering with an e-tag is

optional,” it said in a statement.

The question is: was this just a rumour or a case of no

smoke without fire? If the latter, this would be hitting below

the belt, not to mention unconstitutional. And as it would

fall under the Criminal Procedures Act, it would criminalise

ordinary citizens inappropriately. This would be nothing less

than belligerent. And, given such a tone, I have no doubt that

the ‘peace officers’ tasked with enforcing these regulations, if

promulgated, would in all likelihood abuse their authority and,

no doubt, corruption would abound.

If this were the case, I would find it impossible to support

SANRAL in this matter – for a number of reasons. First, South

Africa is a constitutional democracy. Within this framework,

SANRAL and the Department of Transport’s actions would

be undemocratic given the widespread opposition to e-tolls.

Second, there are areas of poor workmanship along sections

of Gauteng’s so-called ‘new freeway’ system and the fact

that construction companies colluded on price, motorists

have much to gripe about. Finally, giving SANRAL’s e-toll

administrators carte blanche to one’s bank account is totally

unacceptable. We wait to see the outcome of their review of

their e-toll contract. All in all, such draconian behaviour would

give me the shivers. If there is an attempt to pass this into

legislation, people should vote intelligently, and with their feet,

in the next election.

Think pedestrianThe call to have drivers tried for murder and not

culpable homicide when guilty of killing other road

users – as a result of an accident caused through the

abuse of alcohol, drugs, speeding and/or reckless driving – is

welcomed. Nonetheless, caution is advised.

Some 14 000 people, of which 40% are pedestrians, lose

their lives on South African roads each year – at a cost to

the economy of a staggering R56 billion. The South African

Medical Research Council says that more than 60% of fatal

crashes are caused by alcohol abuse by either drivers and

pedestrians, or both. Interestingly, we have a rather challeng-

ing situation developing with pedestrians in urban areas.

In many areas of downtown Johannesburg, pedestrians

casually jaywalk, walk or play in the street and not on the

pavement. As it is understood, walking in the street is a

cultural ‘thing’. Firstly, in rural areas there are no pavements,

just roads. Secondly, in coming to the cities, many urbanites

fear attack from some dark corner, door or alley. And, lastly,

pedestrian crossings, it would seem, are just a silly

invention and are, as a consequence, ignored. So

the commentary goes. In some areas, children

have no playground and play soccer or skateboard

in the street, especially Fox Street in Jeppestown,

Johannesburg.

Many pedestrians are defiant in that they feel

they have right of way, regardless of the rules of

the road, and arrogantly challenge motor vehicles

– even trucks. This attitude is a problem. Despite

the Department of Transport’s joint initiative with

EQSTRA in launching the ‘Think Pedestrian’ cam-

paign, the government should do something to

educate people about the rules of the road and the

sensibilities thereof – perhaps a TV programme.

Also, in an accident situation, they should not jump

to conclusions or make assumptions when a pedestrian

is killed or injured but rather find out the facts in an

objective, unbiased manner. Otherwise an innocent person

may be judged guilty, with devastating repercussions.

4 800pedestrian are killed on our roads each year. That’s a staggering 40% of total road fatalities

ABOVE

e-toll offi ces just off the Rivonia Interchange on the Johannesburg N1 bypass

A new ticketing system from Almex and Beyond Payments, a division of Standard Bank, allows commuters to pay for their bus, taxi or train tickets by simply tapping their EMV smartcard on a scanner– no cash needed! EMV smartcards are sold at self-service kiosks and can also be used at shops to pay for goods and services.

Super fast, safe and secure, you can get on with keeping your passengers happy while we take care of payments.

For more about our turnkey ticketing payment solution, call Mike Hughes on +27 11 489 3300

TAP AND GO!Forget the frustration of fumbling for fare.

Get the card & load it with money. Tap the machine to pay. Be on your way.

Now your customers can Tap and Go in 3 easy steps!

1 2 3

A member of the China FAW Group Corporation – a FORTUNE 500 company

Going the extra mile...

giving extreme service

FAW Head Office: 011 392 15300860 FAWRSA (0860 329772)45 Brabazon Road, Isando FAW BranchesFAW Cape Town: 021 987 1909FAW Isando: 011 392 1530FAW Pinetown: 031 700 5167

www.faw.co.za

FAW’s 4 and 5 Tonners. The most versatile vehicles in the universe.

Used in courier, agriculture, construction and many

other industries, as a tautliner, cattle truck, tipper,

dropside and many other applications.

TOUGH RELIABLE AFFORDABLE

pper, per,

transport world africa april/may 2012

Documents

principal transport

swaziland rail development

hot seatsupply chain

south africa barlow

ur fleet ofits

commercial success

board member

oil gasthe energy challenge